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| Criterion |  Engineering Kanban |  Systems Thinking Intervention Mapping |  Decision Making OODA Loop |  Decision Making Delphi Method |
|---|---|---|---|---|
Purposedifferent | When work sits in too many parallel streams, throughput suffers and no one sees the bottlenecks. Kanban makes the flow of work visible and limits overload so a system becomes calmer and more predictable. | 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. | In dynamic situations, decisions become outdated faster than they can be prepared.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. | 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 | High | Medium | High |
Timedifferent | Ongoing | 1-5 Tage | 15-60 min je Zyklus | 1-4 Wochen |
Participantsdifferent | 2-12 | 4-12 | 1-8 | 6-30 Experten |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Situation Assessment, Decision Loop, Action Updates | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | FlowVisual managementDelivery | ChangeSystems thinkingCapability | DecisionChangeLearningStrategy | ForecastingExpertsDecisionStrategy |