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| Criterion |  Innovation Lean Startup |  Systems Thinking Leverage Points |  Decision Making Force Field Analysis |  Decision Making Delphi Method |
|---|---|---|---|---|
Purposedifferent | For uncertain business assumptions, the method forces the idea into contact with real market reactions early. It separates wishful picture, assumption, and observable behavior, so that learning becomes faster than planning. This translates uncertainty into measurable insight. | 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. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | 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 | Low | High |
Timedifferent | Wochen bis Monate je Lernzyklus | Half day | 45-90 min | 1-4 Wochen |
Participantsdifferent | 2-8 | 3-12 | 3-12 | 6-30 Experten |
Formatdifferent | Workshop + async | Workshop | Workshop | Async |
Outputdifferent | Hypothesis list, MVPs, Learning reports, Pivot or persevere decision | Leverage Map, Action Strategy | Force Field Map, Change Levers, Risk Notes | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | LeanStartupValidationMVP | Systems thinkingChangeStrategy | ChangeDecisionStrategy | ForecastingExpertsDecisionStrategy |