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| Criterion |  Systems Thinking Systems Mapping |  Decision Making OODA Loop |  Operations A3 Problem Solving |  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. | In dynamic situations, decisions become outdated faster than they can be prepared.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. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit 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 | Medium | Medium | High |
Timedifferent | 1-3 h | 15-60 min je Zyklus | 45-90 min | Half day |
Participantsdifferent | 3-12 | 1-8 | 2-5 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | System Map, Dependencies, Leverage Points | Situation Assessment, Decision Loop, Action Updates | A3 Report, Action Plan, Root Cause Analysis | Leverage Map, Action Strategy |
Tagsno overlap | Systems thinkingMappingBoundariesChange | DecisionChangeLearningStrategy | LeanProblem solvingCoachingOperations | Systems thinkingChangeStrategy |