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| Criterion |  Systems Thinking Leverage Points |  Decision Making Delphi Method |  Innovation Design Charrette |  Innovation Brainstorming |
|---|---|---|---|---|
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. | In a tightly timed design process with many participants, the method pools several lines of thinking in a short time. It brings parallel design energy without letting the discussion tip into endless coordination. This quickly produces solid directions for architecture or space. | When a team faces an open question with many obvious directions, the method first creates breadth instead of premature commitment. It separates idea flow from evaluation and makes lines of thought visible, creating a pool for selection and further development. |
Complexitydifferent | High | High | Medium | Low |
Timedifferent | Half day | 1-4 Wochen | Halber Tag bis mehrere Tage | 30-60 min |
Participantsdifferent | 3-12 | 6-30 Experten | 10-50 | 4-12 |
Formatdifferent | Workshop | Async | Workshop | Workshop |
Outputdifferent | Leverage Map, Action Strategy | Expert Forecast, Consensus Range, Assumption Notes | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | Systems thinkingChangeStrategy | ForecastingExpertsDecisionStrategy | BrainstormingWorkshopCollaborationIdeation | BrainstormingIdeationCreativityWorkshopDivergence |