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| Criterion |  Product Discovery Kano Model |  Systems Thinking Leverage Points |  Systems Thinking Intervention Mapping |  Decision Making OODA Loop |
|---|---|---|---|---|
Purposedifferent | When features need to be distinguished by their effect on satisfaction, it makes expectations and surprises comparable. It separates basic needs, performance contribution, and delight. | 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. | In dynamic situations, decisions become outdated faster than they can be prepared.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 | 1-2 Tage | Half day | 1-5 Tage | 15-60 min je Zyklus |
Participantsdifferent | 10-50 | 3-12 | 4-12 | 1-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Kano Matrix, Feature Classes, Priority Themes | Leverage Map, Action Strategy | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | SatisfactionPrioritizationCustomer | Systems thinkingChangeStrategy | ChangeSystems thinkingCapability | DecisionChangeLearningStrategy |