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| Criterion |  Systems Thinking Systems Mapping |  Decision Making OODA Loop |  Operations After-Action Review |  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 | In dynamic situations, decisions become outdated faster than they can be prepared.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. | 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. | 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 | Low | High |
Timedifferent | 1-3 h | 15-60 min je Zyklus | 20-45 min | Half day |
Participantsdifferent | 3-12 | 1-8 | 3-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | System Map, Dependencies, Leverage Points | Situation Assessment, Decision Loop, Action Updates | Lessons learned, Action items, Event summary | Leverage Map, Action Strategy |
Tagsno overlap | Systems thinkingMappingBoundariesChange | DecisionChangeLearningStrategy | LearningOperationsImprovement | Systems thinkingChangeStrategy |