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| Criterion |  Systems Thinking Leverage Points |  Decision Making Wideband Delphi |  Decision Making OODA Loop |  Systems Thinking Future Reality Tree |
|---|---|---|---|---|
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. | In dynamic situations, decisions become outdated faster than they can be prepared.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. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. |
Complexitydifferent | High | High | Medium | High |
Timedifferent | Half day | 1-4 h or multiple rounds | 15-60 min je Zyklus | 2-4 h |
Participantsdifferent | 3-12 | 4-12 Experten | 1-8 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Leverage Map, Action Strategy | Estimate Range, Assumption Log, Expert Consensus Notes | Situation Assessment, Decision Loop, Action Updates | Future Reality Tree, Negative Branches, Assumption List, Improved Injections |
Tagsno overlap | Systems thinkingChangeStrategy | EstimationExpertsForecasting | DecisionChangeLearningStrategy | Theory of ConstraintsSystems thinkingChange |