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| Criterion |  Operations Standard Work Analysis |  Decision Making Delphi Method |  Systems Thinking Leverage Points |  Systems Thinking Future Reality Tree |
|---|---|---|---|---|
Purposedifferent | When the same task is done differently depending on the person, the method exposes the reliable core. It creates comparability without unnecessarily choking off needed latitude. | 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. | 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. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. |
Complexitydifferent | Medium | High | High | High |
Timedifferent | 1-3 h | 1-4 Wochen | Half day | 2-4 h |
Participantsdifferent | 2-6 | 6-30 Experten | 3-12 | 3-8 |
Formatdifferent | Workshop | Async | Workshop | Workshop |
Outputdifferent | Standard Work Sheet, Deviation List, Improved Standard, Training Needs | Expert Forecast, Consensus Range, Assumption Notes | Leverage Map, Action Strategy | Future Reality Tree, Negative Branches, Assumption List, Improved Injections |
Tagsno overlap | LeanProcessQuality | ForecastingExpertsDecisionStrategy | Systems thinkingChangeStrategy | Theory of ConstraintsSystems thinkingChange |