systems-thinking

Turns relationships, patterns, and leverage points into a tangible result by defining user need, collecting value-chain components, and deriving strategic moves.

Core question: Which components of the value chain move toward commodity in the next 12-18 months, and which strategic moves follow?

1-3 h

2-10

Turns relationships, patterns, and leverage points into a tangible result by selecting a situation, drawing actors and issues, and discussing insights.

Core question: What picture of the situation emerges when actors, topics, tensions, structures and moods become visible at the same time?

30-90 min

2-10

Turns relationships, patterns, and leverage points into a tangible result by collecting variables, drawing causal links, and discussing leverage points.

Core question: Which feedback loops create the observed behavior, and which leverage point inside the system shifts it sustainably?

1-3 h

2-8

Turns relationships, patterns, and leverage points into a tangible result by describing an event, identifying patterns, and selecting interventions.

Core question: Which patterns, structures, and mental models create the recurring events, and on which layer is an intervention sustainable?

30-60 min

2-10

Turns relationships, patterns, and leverage points into a tangible result by naming stocks, identifying inflows and outflows, and deriving behavior.

Core question: How does the central stock change over time, which flows and feedback loops drive behavior, and which intervention changes the dynamic structurally?

2-6 h

1-6

Turns relationships, patterns, and leverage points into a tangible result by setting system boundaries, collecting components, and deriving leverage points.

Core question: Which components, actors and relationships form the system, where are boundaries, and which levers are changeable inside boundary?

1-3 h

3-12

Clarifies connections, patterns, and leverage points by collecting undesirable effects, formulating causal links, and deriving interventions.

Core question: Which few core causes lie under the system's undesirable effects, and at which leverage points would an intervention resolve the most UDEs at once?

2-6 h

3-8

Clarifies connections, patterns, and leverage points by treating the issue as a polarity, naming the poles, and defining balance actions.

Core question: Which poles are in a lasting tension, what benefits does each pole offer, and which warning signs and actions keep the pendulum in balance?

1-2 h

3-12

Clarifies connections, patterns, and leverage points by articulating long-term impact, working backward from outcomes, and defining measurement points and risks.

Core question: How do the planned activities lead through outputs and outcomes to long-term impact, and which assumptions and risks do we need to test and measure?

2-6 h

4-12

Turns relationships, patterns, and leverage points into a tangible result by choosing a variable and time span, plotting the trend over time, and deriving cause hypotheses.

Core question: How did the chosen variable behave over time, which patterns such as growth, decline, oscillation, or stagnation appeared, and which systemic causes sit behind the pattern?

20-45 min

1-10

Turns relationships, patterns, and leverage points into a tangible result by describing the situation, identifying customers and actors, and deriving environmental boundaries and a root definition.

Core question: Which system definition fits the situation once customers, actors, transformation, worldview, owner, and environmental constraints are explicit?

45-90 min

3-8

Turns relationships, patterns, and leverage points into a tangible result by exploring the problem situation, creating a rich picture, and deriving comparison and improvements.

Core question: Which worldviews shape the situation, which conceptual systems are thinkable from each view, and which changes are both desirable and feasible?

0.5-3 Tage

5-15

Turns relationships, patterns, and leverage points into a tangible result by collecting undesirable effects, modeling root causes, and deriving obstacles and implementation steps.

Core question: Which core conflicts and root causes generate the observed UDEs, which changes resolve them, and which prerequisites and transitions are needed to implement the changes?

0.5-3 Tage

4-10

Turns relationships, patterns, and leverage points into a tangible result by formulating the planned change, deriving desired effects, and refining and safeguarding the solution.

Core question: Do the planned changes plausibly lead to desired effects, and which negative branches must be protected against?

2-4 h

3-8

Explains a conflict through positions, needs, the shared objective, and the assumptions that keep the conflict in place.

Core question: Which conflict does the system maintain, which assumptions reinforce it, and which breakthroughs can resolve it?

60-120 min

2-8

Turns relationships, patterns, and leverage points into a tangible result by analyzing the problem and target group, defining change objectives, and planning implementation and evaluation.

Core question: Which intervention fits problem, target group, behavior, context, and evaluation?

1-5 Tage

4-12

Moves relationships, patterns, and leverage toward a concrete result through "introduce the twelve leverage points", "collect planned actions", and "formulate a strategy across multiple levers".

Core question: Which leverage levels address our planned actions, and which higher-level levers would produce stronger impact?

Half day

3-12

Moves relationships, patterns, and leverage toward a concrete result through "formulate current observations", "introduce archetype cards", and "discuss leverage and derive actions".

Core question: Which archetype best explains recurring symptoms, and which levers are typical for this archetype?

90-180 min

3-10

Moves relationships, patterns, and leverage toward a concrete result through "define the question and time horizon", "define stocks and flows", and "run scenarios and vary assumptions".

Core question: Which dynamic effects and policy levers become visible when qualitative structure is calculated as quantitative model across the time horizon?

Mehrere Tage bis Wochen

1-5 Modellierende, Stakeholder asynchron