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| Criterion |  Systems Thinking Leverage Points |  Decision Making Force Field Analysis |  Decision Making Argument Mapping |  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. | 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 statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests on. | 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 | Low | Medium | High |
Timedifferent | Half day | 45-90 min | 1-3 h | 1-4 Wochen |
Participantsdifferent | 3-12 | 3-12 | 1-8 | 6-30 Experten |
Formatdifferent | Workshop | Workshop | Workshop + async | Async |
Outputdifferent | Leverage Map, Action Strategy | Force Field Map, Change Levers, Risk Notes | Argument Map, Evidence Gaps, Decision Rationale | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | Systems thinkingChangeStrategy | ChangeDecisionStrategy | SensemakingDecisionRationale | ForecastingExpertsDecisionStrategy |