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| Criterion |  Decision Making Decision Tree |  Decision Making OODA Loop |  Systems Thinking Future Reality Tree |  Systems Thinking Leverage Points |
|---|---|---|---|---|
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. | In dynamic situations, decisions become outdated faster than they can be prepared.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. | 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. |
Complexitydifferent | Medium | Medium | High | High |
Timedifferent | 30-90 min | 15-60 min je Zyklus | 2-4 h | Half day |
Participantsdifferent | 1-6 | 1-8 | 3-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Decision Tree, Option Map, Assumption List | Situation Assessment, Decision Loop, Action Updates | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Leverage Map, Action Strategy |
Tagsno overlap | DecisionTreeOptions | DecisionChangeLearningStrategy | Theory of ConstraintsSystems thinkingChange | Systems thinkingChangeStrategy |