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| Criterion |  Systems Thinking Leverage Points |  Decision Making RAPID |  Decision Making Delphi Method |  Decision Making Decision Rights Mapping |
|---|---|---|---|---|
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 complex management decisions, clarity is often missing about who recommends, who agrees, and who makes the decision. RAPID creates this assignment and stabilizes decisions across several levels. | 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 organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. |
Complexitydifferent | High | Medium | High | Medium |
Timedifferent | Half day | 45-90 min | 1-4 Wochen | 90-180 min |
Participantsdifferent | 3-12 | 3-12 | 6-30 Experten | 4-12 |
Formatdifferent | Workshop | Workshop + async | Async | Workshop |
Outputdifferent | Leverage Map, Action Strategy | RAPID Role Map, Recommendation, Decision Log | Expert Forecast, Consensus Range, Assumption Notes | Decision Rights Matrix, Agreement |
Tagsno overlap | Systems thinkingChangeStrategy | DecisionRolesGovernance | ForecastingExpertsDecisionStrategy | DecisionGovernanceAlignmentResponsibility |