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| Criterion |  Operations Accountability Ladder |  Systems Thinking Leverage Points |  Decision Making OODA Loop |  Decision Making Delphi Method |
|---|---|---|---|---|
Purposedifferent | With defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. | 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 | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. |
Complexitydifferent | Low | High | Medium | High |
Timedifferent | 20-45 min | Half day | 15-60 min je Zyklus | 1-4 Wochen |
Participantsdifferent | 1-8 | 3-12 | 1-8 | 6-30 Experten |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Async |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Leverage Map, Action Strategy | Situation Assessment, Decision Loop, Action Updates | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | ResponsibilityLeadershipTeam | Systems thinkingChangeStrategy | DecisionChangeLearningStrategy | ForecastingExpertsDecisionStrategy |