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| Criterion |  Decision Making Delphi Method |  Systems Thinking Leverage Points |  Decision Making Wideband Delphi |  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. | A single opinion rarely holds up for planning when the future is genuinely uncertain. It separates options, evaluation criteria, and open risks. The result is captured as an Estimate Range, Assumption Log, and Expert Consensus Notes. | In dynamic situations, decisions become outdated faster than they can be prepared.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 | High | Medium |
Timedifferent | 1-4 Wochen | Half day | 1-4 h or multiple rounds | 15-60 min je Zyklus |
Participantsdifferent | 6-30 Experten | 3-12 | 4-12 Experten | 1-8 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Expert Forecast, Consensus Range, Assumption Notes | Leverage Map, Action Strategy | Estimate Range, Assumption Log, Expert Consensus Notes | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | ForecastingExpertsDecisionStrategy | Systems thinkingChangeStrategy | EstimationExpertsForecasting | DecisionChangeLearningStrategy |