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| Criterion |  Decision Making Radar |  Systems Thinking Leverage Points |  Decision Making Delphi Method |  Decision Making OODA Loop |
|---|---|---|---|---|
Purposedifferent | When capabilities, maturity levels, or market positions need to be compared across several dimensions, overview is easily lost. Radar brings different characteristics into a shared picture and shows patterns faster than tables do. | 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. | 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. | In dynamic situations, decisions become outdated faster than they can be prepared.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. |
Complexitydifferent | Medium | High | High | Medium |
Timedifferent | 1-2 h | Half day | 1-4 Wochen | 15-60 min je Zyklus |
Participantsdifferent | 2-10 | 3-12 | 6-30 Experten | 1-8 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop + async |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Leverage Map, Action Strategy | Expert Forecast, Consensus Range, Assumption Notes | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | AssessmentPortfolioCapability | Systems thinkingChangeStrategy | ForecastingExpertsDecisionStrategy | DecisionChangeLearningStrategy |