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| Criterion |  Systems Thinking Leverage Points |  Operations Change Analysis |  Decision Making Delphi Method |  Systems Thinking Current Reality Tree |
|---|---|---|---|---|
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. | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | 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. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. |
Complexitydifferent | High | Medium | High | High |
Timedifferent | Half day | 45-120 min | 1-4 Wochen | 2-6 h |
Participantsdifferent | 3-12 | 2-6 | 6-30 Experten | 3-8 |
Formatdifferent | Workshop | Workshop + async | Async | Workshop |
Outputdifferent | Leverage Map, Action Strategy | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Expert Forecast, Consensus Range, Assumption Notes | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | Systems thinkingChangeStrategy | ChangeRoot causeTroubleshootingComparison | ForecastingExpertsDecisionStrategy | Systems thinkingRoot causeConstraintsCausality |