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| Criterion |  Systems Thinking Leverage Points |  Decision Making OODA Loop |  Innovation Crazy 8s |  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. | In dynamic situations, decisions become outdated faster than they can be prepared.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. | With only a few minutes available and a still-fuzzy solution search, the method forces a wide range of variants. It produces fast sketches before the first idea can settle in, making different directions directly comparable and open to further development. | 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 | Medium | Low | Low |
Timedifferent | Half day | 15-60 min je Zyklus | 8-15 min | 30-60 min |
Participantsdifferent | 3-12 | 1-8 | 1-10 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Leverage Map, Action Strategy | Situation Assessment, Decision Loop, Action Updates | Sketch Set, Idea Shortlist, Direction Options | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | Systems thinkingChangeStrategy | DecisionChangeLearningStrategy | BrainstormingSketchingSpeedDivergenceDesign sprint | BrainstormingIdeationCreativityWorkshopDivergence |