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| Criterion |  Decision Making Delphi Method |  Systems Thinking Leverage Points |  Operations Kepner-Tregoe |  Operations 5 Whys |
|---|---|---|---|---|
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 disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | 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. |
Complexitydifferent | High | High | High | Low |
Timedifferent | 1-4 Wochen | Half day | 2-8 h | 15-30 min |
Participantsdifferent | 6-30 Experten | 3-12 | 2-8 | 2-6 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop |
Outputdifferent | Expert Forecast, Consensus Range, Assumption Notes | Leverage Map, Action Strategy | Problem Analysis, Decision Analysis, Risk Plan | Root cause notes, Countermeasures |
Tagsno overlap | ForecastingExpertsDecisionStrategy | Systems thinkingChangeStrategy | Problem solvingRoot causeDecisionOperations | Root causeIncidentLeanProblem solving |