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| Criterion |  Systems Thinking Leverage Points |  Decision Making Wideband Delphi |  Facilitation Power Interest Grid |
|---|---|---|---|
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. | When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. |
Complexitydifferent | High | High | Low |
Timedifferent | Half day | 1-4 h or multiple rounds | 30-60 min |
Participantsdifferent | 3-12 | 4-12 Experten | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop |
Outputdifferent | Leverage Map, Action Strategy | Estimate Range, Assumption Log, Expert Consensus Notes | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | Systems thinkingChangeStrategy | EstimationExpertsForecasting | StakeholdersFacilitationAlignmentPlanning |
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