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| Criterion |  Decision Making Decision Matrix |  Systems Thinking Future Reality Tree |  Systems Thinking Leverage Points |  Decision Making Delphi Method |
|---|---|---|---|---|
Purposedifferent | When several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | 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. | 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 | Medium | High | High | High |
Timedifferent | 45-90 min | 2-4 h | Half day | 1-4 Wochen |
Participantsdifferent | 2-8 | 3-8 | 3-12 | 6-30 Experten |
Formatdifferent | Workshop + async | Workshop | Workshop | Async |
Outputdifferent | Decision Matrix, Scoring Rationale, Selected Option | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Leverage Map, Action Strategy | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | DecisionCriteriaScoringTradeoffs | Theory of ConstraintsSystems thinkingChange | Systems thinkingChangeStrategy | ForecastingExpertsDecisionStrategy |