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| Criterion |  Systems Thinking Leverage Points |  Operations Kaizen Event |  Decision Making Delphi Method |  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. | For a tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. | 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 | In dynamic situations, decisions become outdated faster than they can be prepared.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. |
Complexitydifferent | High | Medium | High | Medium |
Timedifferent | Half day | 0.5-5 Tage | 1-4 Wochen | 15-60 min je Zyklus |
Participantsdifferent | 3-12 | 4-10 | 6-30 Experten | 1-8 |
Formatdifferent | Workshop | Workshop | Async | Workshop + async |
Outputdifferent | Leverage Map, Action Strategy | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Expert Forecast, Consensus Range, Assumption Notes | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | Systems thinkingChangeStrategy | LeanContinuous improvementOperations | ForecastingExpertsDecisionStrategy | DecisionChangeLearningStrategy |