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| Criterion |  Systems Thinking Leverage Points |  Innovation Design Thinking |  Decision Making Force Field Analysis |  Decision Making Delphi Method |
|---|---|---|---|---|
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 complex user problems with an uncertain cause, the method connects observation, interpretation, and experiment into a learning cycle. It keeps the focus on real needs and avoids premature solution language. This produces robust decisions for product and service. | 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. | 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. |
Complexitydifferent | High | High | Low | High |
Timedifferent | Half day | 1 Tag bis mehrere Wochen | 45-90 min | 1-4 Wochen |
Participantsdifferent | 3-12 | 4-10 | 3-12 | 6-30 Experten |
Formatdifferent | Workshop | Workshop | Workshop | Async |
Outputdifferent | Leverage Map, Action Strategy | Problem Statement, Prototype, Test Learnings | Force Field Map, Change Levers, Risk Notes | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | Systems thinkingChangeStrategy | InnovationPrototypeResearch | ChangeDecisionStrategy | ForecastingExpertsDecisionStrategy |