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| Criterion |  Systems Thinking Leverage Points |  Operations ALPEN Method |  Decision Making Decision Tree |  Decision Making Delphi Method |
|---|---|---|---|---|
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 an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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 | High | Low | Medium | High |
Timedifferent | Half day | 10-20 min daily | 30-90 min | 1-4 Wochen |
Participantsdifferent | 3-12 | 1 | 1-6 | 6-30 Experten |
Formatdifferent | Workshop | Async | Workshop + async | Async |
Outputdifferent | Leverage Map, Action Strategy | Daily Plan, Time Estimates, Review Notes | Decision Tree, Option Map, Assumption List | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | Systems thinkingChangeStrategy | PlanningTime managementProductivityOperations | DecisionTreeOptions | ForecastingExpertsDecisionStrategy |