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 | In dynamic situations, decisions become outdated faster than they can be prepared.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