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| Criterion |  Operations Waste Analysis |  Systems Thinking Leverage Points |  Decision Making Force Field Analysis |  Systems Thinking Future Reality Tree |
|---|---|---|---|---|
Purposedifferent | For a process that keeps people busy but creates little value, the method exposes waste. It directs attention to unnecessary movement, waiting times, rework, and overdelivery. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. |
Complexitydifferent | Low | High | Low | High |
Timedifferent | 45-120 min | Half day | 45-90 min | 2-4 h |
Participantsdifferent | 2-8 | 3-12 | 3-12 | 3-8 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Leverage Map, Action Strategy | Force Field Map, Change Levers, Risk Notes | Future Reality Tree, Negative Branches, Assumption List, Improved Injections |
Tagsno overlap | WasteLeanProcess improvement | Systems thinkingChangeStrategy | ChangeDecisionStrategy | Theory of ConstraintsSystems thinkingChange |