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| Criterion |  Decision Making Delphi Method |  Decision Making OODA Loop |  Operations Change Analysis |  Systems Thinking Leverage Points |
|---|---|---|---|---|
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. | In dynamic situations, decisions become outdated faster than they can be prepared.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. | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | 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. |
Complexitydifferent | High | Medium | Medium | High |
Timedifferent | 1-4 Wochen | 15-60 min je Zyklus | 45-120 min | Half day |
Participantsdifferent | 6-30 Experten | 1-8 | 2-6 | 3-12 |
Formatdifferent | Async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Expert Forecast, Consensus Range, Assumption Notes | Situation Assessment, Decision Loop, Action Updates | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Leverage Map, Action Strategy |
Tagsno overlap | ForecastingExpertsDecisionStrategy | DecisionChangeLearningStrategy | ChangeRoot causeTroubleshootingComparison | Systems thinkingChangeStrategy |