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| Criterion |  Engineering Kanban |  Systems Thinking Leverage Points |  Decision Making Delphi Method |  Decision Making OODA Loop |
|---|---|---|---|---|
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. | 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. | In dynamic situations, decisions become outdated faster than they can be prepared.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. |
Complexitydifferent | Medium | High | High | Medium |
Timedifferent | Ongoing | Half day | 1-4 Wochen | 15-60 min je Zyklus |
Participantsdifferent | 2-12 | 3-12 | 6-30 Experten | 1-8 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop + async |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Leverage Map, Action Strategy | Expert Forecast, Consensus Range, Assumption Notes | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | FlowVisual managementDelivery | Systems thinkingChangeStrategy | ForecastingExpertsDecisionStrategy | DecisionChangeLearningStrategy |