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| Criterion |  Systems Thinking Leverage Points |  Decision Making OODA Loop |  Innovation Design Charrette |  Innovation Starbursting |
|---|---|---|---|---|
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 | In dynamic situations, decisions become outdated faster than they can be prepared.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. | In a tightly timed design process with many participants, the method pools several lines of thinking in a short time. It brings parallel design energy without letting the discussion tip into endless coordination. This quickly produces solid directions for architecture or space. | Helps clarify ideas, open questions, and testable next steps in concrete terms. It opens the thinking space, collects ideas, and leads to testable options. The result is captured as a star-shaped question map, question list, and assumption list. |
Complexitydifferent | High | Medium | Medium | Low |
Timedifferent | Half day | 15-60 min je Zyklus | Halber Tag bis mehrere Tage | 30-60 min |
Participantsdifferent | 3-12 | 1-8 | 10-50 | 3-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Leverage Map, Action Strategy | Situation Assessment, Decision Loop, Action Updates | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction | Star-Shaped Question Map, Question List, Assumption List |
Tagsno overlap | Systems thinkingChangeStrategy | DecisionChangeLearningStrategy | BrainstormingWorkshopCollaborationIdeation | BrainstormingIdeationWorkshopDiscovery |