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| Criterion |  Systems Thinking Leverage Points |  Decision Making Delphi Method |  Systems Thinking Current Reality Tree |  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. | 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. | In dynamic situations, decisions become outdated faster than they can be prepared.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 | High | High | Medium |
Timedifferent | Half day | 1-4 Wochen | 2-6 h | 15-60 min je Zyklus |
Participantsdifferent | 3-12 | 6-30 Experten | 3-8 | 1-8 |
Formatdifferent | Workshop | Async | Workshop | Workshop + async |
Outputdifferent | Leverage Map, Action Strategy | Expert Forecast, Consensus Range, Assumption Notes | Current Reality Tree, Core Problems, Intervention Ideas | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | Systems thinkingChangeStrategy | ForecastingExpertsDecisionStrategy | Systems thinkingRoot causeConstraintsCausality | DecisionChangeLearningStrategy |