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| Criterion |  Systems Thinking Leverage Points |  Operations ABC Analysis |  Decision Making Decision Matrix |  Decision Making OODA Loop |
|---|---|---|---|---|
Purposedifferent | 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. | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | When several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. | In dynamic situations, decisions become outdated faster than they can be prepared.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 | High | Low | Medium | Medium |
Timedifferent | Half day | 30-60 min | 45-90 min | 15-60 min je Zyklus |
Participantsdifferent | 3-12 | 1-5 | 2-8 | 1-8 |
Formatdifferent | Workshop | Async | Workshop + async | Workshop + async |
Outputdifferent | Leverage Map, Action Strategy | ABC Classification, Focus Rules, Control List | Decision Matrix, Scoring Rationale, Selected Option | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | Systems thinkingChangeStrategy | PrioritizationOperationsPortfolio | DecisionCriteriaScoringTradeoffs | DecisionChangeLearningStrategy |