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| Criterion |  Decision Making Decision Tree |  Systems Thinking Leverage Points |  Systems Thinking Current Reality Tree |  Decision Making OODA Loop |
|---|---|---|---|---|
Purposedifferent | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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. | In dynamic situations, decisions become outdated faster than they can be prepared.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. |
Complexitydifferent | Medium | High | High | Medium |
Timedifferent | 30-90 min | Half day | 2-6 h | 15-60 min je Zyklus |
Participantsdifferent | 1-6 | 3-12 | 3-8 | 1-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Decision Tree, Option Map, Assumption List | Leverage Map, Action Strategy | Current Reality Tree, Core Problems, Intervention Ideas | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | DecisionTreeOptions | Systems thinkingChangeStrategy | Systems thinkingRoot causeConstraintsCausality | DecisionChangeLearningStrategy |