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| Criterion |  Systems Thinking Systems Mapping |  Systems Thinking Leverage Points |  Decision Making Trade-off Analysis |  Decision Making OODA Loop |
|---|---|---|---|---|
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. | 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. | With limited resources, quality, speed, cost, and risk almost always compete with each other. Trade-off Analysis makes these tensions explicit and prevents decisions from producing hidden side effects. | In dynamic situations, decisions become outdated faster than they can be prepared.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. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | 1-3 h | Half day | 45-120 min | 15-60 min je Zyklus |
Participantsdifferent | 3-12 | 3-12 | 2-8 | 1-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | System Map, Dependencies, Leverage Points | Leverage Map, Action Strategy | Trade-off Matrix, Criteria List, Decision Rationale, Accepted Downsides | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | Systems thinkingMappingBoundariesChange | Systems thinkingChangeStrategy | TradeoffsDecisionCriteriaOptions | DecisionChangeLearningStrategy |