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| Criterion |  Innovation Double Diamond |  Decision Making OODA Loop |  Systems Thinking Leverage Points |  Decision Making Delphi Method |
|---|---|---|---|---|
Purposedifferent | For complex problems with a fuzzy situation, the method cleanly separates search space and decision. It first creates breadth in understanding and then focus in elaboration. This brings open questions, problem definition, and solution path into a traceable movement. | In dynamic situations, decisions become outdated faster than they can be prepared.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. | 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. |
Complexitydifferent | Medium | Medium | High | High |
Timedifferent | Wochen bis Monate | 15-60 min je Zyklus | Half day | 1-4 Wochen |
Participantsdifferent | 3-12 | 1-8 | 3-12 | 6-30 Experten |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Async |
Outputdifferent | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | Situation Assessment, Decision Loop, Action Updates | Leverage Map, Action Strategy | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | ProcessDivergenceInnovation | DecisionChangeLearningStrategy | Systems thinkingChangeStrategy | ForecastingExpertsDecisionStrategy |