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| Criterion |  Decision Making OODA Loop |  Systems Thinking Leverage Points |  Innovation Design Charrette |  Innovation Lotus Blossom |
|---|---|---|---|---|
Purposedifferent | In dynamic situations, decisions become outdated faster than they can be prepared.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. | 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 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. | When a central question feels too large, the method breaks it into neighboring topic fields with their own depth of ideation. It holds structure and openness at the same time, so adjacent perspectives don't get lost. This grows an idea space out of a core problem. |
Complexitydifferent | Medium | High | Medium | Low |
Timedifferent | 15-60 min je Zyklus | Half day | Halber Tag bis mehrere Tage | 45-90 min |
Participantsdifferent | 1-8 | 3-12 | 10-50 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Situation Assessment, Decision Loop, Action Updates | Leverage Map, Action Strategy | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction | Lotus Diagram, Idea Themes, Shortlist |
Tagsno overlap | DecisionChangeLearningStrategy | Systems thinkingChangeStrategy | BrainstormingWorkshopCollaborationIdeation | BrainstormingIdeationCreativityDivergenceWorkshop |