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| Criterion |  Operations DMAIC |  Decision Making Wideband Delphi |  Systems Thinking Leverage Points |  Systems Thinking Intervention Mapping |
|---|---|---|---|---|
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. | 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. | 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. | Intervention Mapping translates a need for change into a planned, evaluable program. The method connects target group, determinants, actions, and measurement into a traceable chain. |
Complexitysame | High | High | High | High |
Timedifferent | 2-12 Wochen | 1-4 h or multiple rounds | Half day | 1-5 Tage |
Participantsdifferent | 3-10 | 4-12 Experten | 3-12 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Project Charter, Measurement Plan, Cause Analysis, Control Plan | Estimate Range, Assumption Log, Expert Consensus Notes | Leverage Map, Action Strategy | Logic Model, Change Objectives, Intervention Components, Evaluation Plan |
Tagsno overlap | Continuous improvementQualityProcess improvement | EstimationExpertsForecasting | Systems thinkingChangeStrategy | ChangeSystems thinkingCapability |