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| Criterion |  Decision Making Decision Matrix |  Systems Thinking Leverage Points |  Systems Thinking Future Reality Tree |  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. | 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 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. | 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 | Half day | 2-4 h | 1-4 Wochen |
Participantsdifferent | 2-8 | 3-12 | 3-8 | 6-30 Experten |
Formatdifferent | Workshop + async | Workshop | Workshop | Async |
Outputdifferent | Decision Matrix, Scoring Rationale, Selected Option | Leverage Map, Action Strategy | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | DecisionCriteriaScoringTradeoffs | Systems thinkingChangeStrategy | Theory of ConstraintsSystems thinkingChange | ForecastingExpertsDecisionStrategy |