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| Criterion |  Decision Making Constraint Analysis |  Systems Thinking Intervention Mapping |  Decision Making OODA Loop |  Systems Thinking Leverage Points |
|---|---|---|---|---|
Purposedifferent | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | Intervention Mapping translates a need for change into a planned, evaluable program. The method connects target group, determinants, actions, and measurement into a traceable chain. | In dynamic situations, decisions become outdated faster than they can be prepared.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. | 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 | Low | High | Medium | High |
Timedifferent | 30-90 min | 1-5 Tage | 15-60 min je Zyklus | Half day |
Participantsdifferent | 2-8 | 4-12 | 1-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Situation Assessment, Decision Loop, Action Updates | Leverage Map, Action Strategy |
Tagsno overlap | ConstraintsDecisionPlanningOptions | ChangeSystems thinkingCapability | DecisionChangeLearningStrategy | Systems thinkingChangeStrategy |