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| Criterion |  Systems Thinking Systems Mapping |  Decision Making Delphi Method |  Decision Making Wideband Delphi |  Decision Making Force Field Analysis |
|---|---|---|---|---|
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. | 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. | A single opinion rarely holds up for planning when the future is genuinely uncertain. It separates options, evaluation criteria, and open risks. The result is captured as an Estimate Range, Assumption Log, and Expert Consensus Notes. | 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 | High | High | Low |
Timedifferent | 1-3 h | 1-4 Wochen | 1-4 h or multiple rounds | 45-90 min |
Participantsdifferent | 3-12 | 6-30 Experten | 4-12 Experten | 3-12 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop |
Outputdifferent | System Map, Dependencies, Leverage Points | Expert Forecast, Consensus Range, Assumption Notes | Estimate Range, Assumption Log, Expert Consensus Notes | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | Systems thinkingMappingBoundariesChange | ForecastingExpertsDecisionStrategy | EstimationExpertsForecasting | ChangeDecisionStrategy |