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| Criterion |  Systems Thinking Leverage Points |  Decision Making Wideband Delphi |  Systems Thinking Evaporating Cloud |  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. | A single opinion rarely holds up for planning when the future is genuinely uncertain. It separates options, evaluation criteria, and open risks. The result is captured as an Estimate Range, Assumption Log, and Expert Consensus Notes. | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | 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 | High | Medium | High |
Timedifferent | Half day | 1-4 h or multiple rounds | 60-120 min | 1-4 Wochen |
Participantsdifferent | 3-12 | 4-12 Experten | 2-8 | 6-30 Experten |
Formatdifferent | Workshop | Workshop + async | Workshop | Async |
Outputdifferent | Leverage Map, Action Strategy | Estimate Range, Assumption Log, Expert Consensus Notes | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | Systems thinkingChangeStrategy | EstimationExpertsForecasting | Theory of ConstraintsAssumptionsSystems thinking | ForecastingExpertsDecisionStrategy |