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| Criterion |  Operations Change Analysis |  Decision Making Delphi Method |  Systems Thinking Leverage Points |  Systems Thinking Current Reality Tree |
|---|---|---|---|---|
Purposedifferent | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | 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. | 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. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. |
Complexitydifferent | Medium | High | High | High |
Timedifferent | 45-120 min | 1-4 Wochen | Half day | 2-6 h |
Participantsdifferent | 2-6 | 6-30 Experten | 3-12 | 3-8 |
Formatdifferent | Workshop + async | Async | Workshop | Workshop |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Expert Forecast, Consensus Range, Assumption Notes | Leverage Map, Action Strategy | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | ForecastingExpertsDecisionStrategy | Systems thinkingChangeStrategy | Systems thinkingRoot causeConstraintsCausality |