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| Criterion |  Decision Making Delphi Method |  Systems Thinking Current Reality Tree |  Decision Making Decision Tree |  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. | 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. | 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 | 30-90 min | 1-3 h |
Participantsdifferent | 6-30 Experten | 3-8 | 1-6 | 2-8 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop |
Outputdifferent | Expert Forecast, Consensus Range, Assumption Notes | Current Reality Tree, Core Problems, Intervention Ideas | Decision Tree, Option Map, Assumption List | Causal Loop Diagram, Feedback Notes, Leverage Points |
Tagsno overlap | ForecastingExpertsDecisionStrategy | Systems thinkingRoot causeConstraintsCausality | DecisionTreeOptions | FeedbackSystems thinkingCausalityDynamics |