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| Criterion |  Decision Making Delphi Method |  Systems Thinking Leverage Points |  Operations 5 Whys |  Decision Making OODA Loop |
|---|---|---|---|---|
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. | 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. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. | In dynamic situations, decisions become outdated faster than they can be prepared.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 | High | High | Low | Medium |
Timedifferent | 1-4 Wochen | Half day | 15-30 min | 15-60 min je Zyklus |
Participantsdifferent | 6-30 Experten | 3-12 | 2-6 | 1-8 |
Formatdifferent | Async | Workshop | Workshop | Workshop + async |
Outputdifferent | Expert Forecast, Consensus Range, Assumption Notes | Leverage Map, Action Strategy | Root cause notes, Countermeasures | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | ForecastingExpertsDecisionStrategy | Systems thinkingChangeStrategy | Root causeIncidentLeanProblem solving | DecisionChangeLearningStrategy |