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| Criterion |  Agile Scrum |  Systems Thinking Systems Mapping |  Decision Making Delphi Method |  Decision Making Force Field Analysis |
|---|---|---|---|---|
Purposedifferent | When a team needs to work in a fixed delivery rhythm, it stabilizes cadence, responsibility, and feedback loops. It makes collaboration reliable across sprint boundaries. | Systems Mapping arranges elements, relationships, and boundaries so a complex field becomes legible at a glance. The overview stabilizes the overall picture before detail work or steering begins. | 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 change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | 1-4 Wochen je Sprint, laufend | 1-3 h | 1-4 Wochen | 45-90 min |
Participantsdifferent | 3-10 (Scrum Team) | 3-12 | 6-30 Experten | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop |
Outputdifferent | Product Backlog, Sprint Backlog, Increment, Sprint Goal | System Map, Dependencies, Leverage Points | Expert Forecast, Consensus Range, Assumption Notes | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | AgileIterationCadence | Systems thinkingMappingBoundariesChange | ForecastingExpertsDecisionStrategy | ChangeDecisionStrategy |