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| Criterion |  Operations DMAIC |  Decision Making Delphi Method |  Decision Making Force Field Analysis |  Systems Thinking Leverage Points |
|---|---|---|---|---|
Purposedifferent | For a process problem with fluctuating performance, the method brings analysis and improvement into a disciplined sequence. It creates a framework in which numbers, causes, and control come together. | 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 change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | 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 | High | Low | High |
Timedifferent | 2-12 Wochen | 1-4 Wochen | 45-90 min | Half day |
Participantsdifferent | 3-10 | 6-30 Experten | 3-12 | 3-12 |
Formatdifferent | Workshop + async | Async | Workshop | Workshop |
Outputdifferent | Project Charter, Measurement Plan, Cause Analysis, Control Plan | Expert Forecast, Consensus Range, Assumption Notes | Force Field Map, Change Levers, Risk Notes | Leverage Map, Action Strategy |
Tagsno overlap | Continuous improvementQualityProcess improvement | ForecastingExpertsDecisionStrategy | ChangeDecisionStrategy | Systems thinkingChangeStrategy |