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| Criterion |  Systems Thinking Leverage Points |  Decision Making Delphi Method |  Decision Making OODA Loop |  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. | In dynamic situations, decisions become outdated faster than they can be prepared.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. | 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 | 15-60 min je Zyklus | 45-90 min |
Participantsdifferent | 3-12 | 6-30 Experten | 1-8 | 3-12 |
Formatdifferent | Workshop | Async | Workshop + async | Workshop |
Outputdifferent | Leverage Map, Action Strategy | Expert Forecast, Consensus Range, Assumption Notes | Situation Assessment, Decision Loop, Action Updates | Force Field Map, Change Levers, Risk Notes |
Tags1 shared | Systems thinkingChangeStrategy | ForecastingExpertsDecisionStrategy | DecisionChangeLearningStrategy | ChangeDecisionStrategy |