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| Criterion |  Systems Thinking Systems Mapping |  Operations After-Action Review |  Decision Making Delphi Method |  Systems Thinking Leverage Points |
|---|---|---|---|---|
Purposedifferent | 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. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | 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. |
Complexitydifferent | Medium | Low | High | High |
Timedifferent | 1-3 h | 20-45 min | 1-4 Wochen | Half day |
Participantsdifferent | 3-12 | 3-12 | 6-30 Experten | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop |
Outputdifferent | System Map, Dependencies, Leverage Points | Lessons learned, Action items, Event summary | Expert Forecast, Consensus Range, Assumption Notes | Leverage Map, Action Strategy |
Tagsno overlap | Systems thinkingMappingBoundariesChange | LearningOperationsImprovement | ForecastingExpertsDecisionStrategy | Systems thinkingChangeStrategy |