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| Criterion |  Operations DMAIC |  Decision Making Delphi Method |  Decision Making OODA Loop |  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 | In dynamic situations, decisions become outdated faster than they can be prepared.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. | 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 | Medium | High |
Timedifferent | 2-12 Wochen | 1-4 Wochen | 15-60 min je Zyklus | Half day |
Participantsdifferent | 3-10 | 6-30 Experten | 1-8 | 3-12 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop |
Outputdifferent | Project Charter, Measurement Plan, Cause Analysis, Control Plan | Expert Forecast, Consensus Range, Assumption Notes | Situation Assessment, Decision Loop, Action Updates | Leverage Map, Action Strategy |
Tagsno overlap | Continuous improvementQualityProcess improvement | ForecastingExpertsDecisionStrategy | DecisionChangeLearningStrategy | Systems thinkingChangeStrategy |