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| Criterion |  Operations Change Analysis |  Decision Making OODA Loop |  Decision Making Delphi Method |  Systems Thinking Leverage Points |
|---|---|---|---|---|
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. | In dynamic situations, decisions become outdated faster than they can be prepared.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. | 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. |
Complexitydifferent | Medium | Medium | High | High |
Timedifferent | 45-120 min | 15-60 min je Zyklus | 1-4 Wochen | Half day |
Participantsdifferent | 2-6 | 1-8 | 6-30 Experten | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Situation Assessment, Decision Loop, Action Updates | Expert Forecast, Consensus Range, Assumption Notes | Leverage Map, Action Strategy |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | DecisionChangeLearningStrategy | ForecastingExpertsDecisionStrategy | Systems thinkingChangeStrategy |