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| Criterion |  Systems Thinking Systems Mapping |  Agile NoEstimates |  Decision Making Force Field Analysis |  Decision Making Delphi Method |
|---|---|---|---|---|
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 estimating slows a team down more than it helps, it shifts the focus to flow, small slices, and real lead time. It sorts work by value, risk, and delivery ability. The result is captured as Throughput Data, Flow Forecast, and Slicing Rules. | 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. | 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. |
Complexitydifferent | Medium | Medium | Low | High |
Timedifferent | 1-3 h | laufend | 45-90 min | 1-4 Wochen |
Participantsdifferent | 3-12 | 2-12 | 3-12 | 6-30 Experten |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Async |
Outputdifferent | System Map, Dependencies, Leverage Points | Throughput Data, Flow Forecast, Slicing Rules | Force Field Map, Change Levers, Risk Notes | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | Systems thinkingMappingBoundariesChange | EstimationForecastingFlow | ChangeDecisionStrategy | ForecastingExpertsDecisionStrategy |