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| Criterion |  Systems Thinking Leverage Points |  Innovation Brainwriting |  Decision Making OODA Loop |  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. | When loud voices or hierarchy distort the idea search, the method creates a quiet entry into joint development. It gives everyone thinking space and gathers contributions without social brakes, making diversity more visible and easier to build on. | In dynamic situations, decisions become outdated faster than they can be prepared.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. | 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 | 15-30 min | 15-60 min je Zyklus | 1-4 Wochen |
Participantsdifferent | 3-12 | 3-12 | 1-8 | 6-30 Experten |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Async |
Outputdifferent | Leverage Map, Action Strategy | Idea sheets, Expanded concepts, Prioritized list | Situation Assessment, Decision Loop, Action Updates | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | Systems thinkingChangeStrategy | BrainstormingCollaborationInclusionIdeas | DecisionChangeLearningStrategy | ForecastingExpertsDecisionStrategy |