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| Criterion |  Systems Thinking Leverage Points |  Decision Making Delphi Method |  Facilitation Alignment Mapping |  Decision Making Force Field Analysis |
|---|---|---|---|---|
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 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. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | 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. |
Complexitydifferent | High | High | Medium | Low |
Timedifferent | Half day | 1-4 Wochen | 1-2 h | 45-90 min |
Participantsdifferent | 3-12 | 6-30 Experten | 4-12 | 3-12 |
Formatdifferent | Workshop | Async | Workshop | Workshop |
Outputdifferent | Leverage Map, Action Strategy | Expert Forecast, Consensus Range, Assumption Notes | Alignment Map, Open Issues, Decision Questions | Force Field Map, Change Levers, Risk Notes |
Tags1 shared | Systems thinkingChangeStrategy | ForecastingExpertsDecisionStrategy | AlignmentStakeholdersStrategyFacilitation | ChangeDecisionStrategy |