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| Criterion |  Decision Making OODA Loop |  Systems Thinking Leverage Points |  Systems Thinking Intervention Mapping |  Decision Making Delphi Method |
|---|---|---|---|---|
Purposedifferent | In dynamic situations, decisions become outdated faster than they can be prepared.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. | Intervention Mapping translates a need for change into a planned, evaluable program. The method connects target group, determinants, actions, and measurement into a traceable chain. | 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 | Medium | High | High | High |
Timedifferent | 15-60 min je Zyklus | Half day | 1-5 Tage | 1-4 Wochen |
Participantsdifferent | 1-8 | 3-12 | 4-12 | 6-30 Experten |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Async |
Outputdifferent | Situation Assessment, Decision Loop, Action Updates | Leverage Map, Action Strategy | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | DecisionChangeLearningStrategy | Systems thinkingChangeStrategy | ChangeSystems thinkingCapability | ForecastingExpertsDecisionStrategy |