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| Criterion |  Decision Making Radar |  Decision Making OODA Loop |  Systems Thinking Intervention Mapping |  Systems Thinking Leverage Points |
|---|---|---|---|---|
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. | In dynamic situations, decisions become outdated faster than they can be prepared.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. | 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. | 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. |
Complexitydifferent | Medium | Medium | High | High |
Timedifferent | 1-2 h | 15-60 min je Zyklus | 1-5 Tage | Half day |
Participantsdifferent | 2-10 | 1-8 | 4-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Situation Assessment, Decision Loop, Action Updates | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Leverage Map, Action Strategy |
Tagsno overlap | AssessmentPortfolioCapability | DecisionChangeLearningStrategy | ChangeSystems thinkingCapability | Systems thinkingChangeStrategy |