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| Criterion |  Decision Making Delphi Method |  Systems Thinking Wardley Mapping |  Operations Kepner-Tregoe |  Operations A3 Problem Solving |
|---|---|---|---|---|
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. | Wardley Mapping makes visible where an offering stands today and where it can evolve. The method connects user need, value chain, and evolution stages into a strategic basis for platform, build, or buy decisions. | 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 complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. |
Complexitydifferent | High | Medium | High | Medium |
Timedifferent | 1-4 Wochen | 1-3 h | 2-8 h | 45-90 min |
Participantsdifferent | 6-30 Experten | 2-10 | 2-8 | 2-5 |
Formatdifferent | Async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Expert Forecast, Consensus Range, Assumption Notes | Wardley Map, Strategic Options, Evolution Notes | Problem Analysis, Decision Analysis, Risk Plan | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | ForecastingExpertsDecisionStrategy | StrategySystems thinkingDynamics | Problem solvingRoot causeDecisionOperations | LeanProblem solvingCoachingOperations |