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| Criterion |  Operations DMAIC |  Decision Making Wideband Delphi |  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. | 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. | In dynamic situations, decisions become outdated faster than they can be prepared.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 h or multiple rounds | 15-60 min je Zyklus | Half day |
Participantsdifferent | 3-10 | 4-12 Experten | 1-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Project Charter, Measurement Plan, Cause Analysis, Control Plan | Estimate Range, Assumption Log, Expert Consensus Notes | Situation Assessment, Decision Loop, Action Updates | Leverage Map, Action Strategy |
Tagsno overlap | Continuous improvementQualityProcess improvement | EstimationExpertsForecasting | DecisionChangeLearningStrategy | Systems thinkingChangeStrategy |