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| Criterion |  Decision Making Delphi Method |  Systems Thinking Current Reality Tree |  Decision Making Argument Mapping |  Systems Thinking Causal Loop Diagram |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | When statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests on. | A Causal Loop Diagram makes feedback, reinforcement, and balance in a system legible. It uncovers side effects and self-reinforcement that stay hidden in linear explanations. |
Complexitydifferent | High | High | Medium | Medium |
Timedifferent | 1-4 Wochen | 2-6 h | 1-3 h | 1-3 h |
Participantsdifferent | 6-30 Experten | 3-8 | 1-8 | 2-8 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop |
Outputdifferent | Expert Forecast, Consensus Range, Assumption Notes | Current Reality Tree, Core Problems, Intervention Ideas | Argument Map, Evidence Gaps, Decision Rationale | Causal Loop Diagram, Feedback Notes, Leverage Points |
Tagsno overlap | ForecastingExpertsDecisionStrategy | Systems thinkingRoot causeConstraintsCausality | SensemakingDecisionRationale | FeedbackSystems thinkingCausalityDynamics |