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| Criterion |  Systems Thinking Theory of Change |  Decision Making OODA Loop |  Systems Thinking Leverage Points |  Decision Making Delphi Method |
|---|---|---|---|---|
Purposedifferent | Theory of Change translates a desired impact into a traceable chain of change. It makes assumptions, intermediate goals, and measurement points visible before a program is rolled out at scale. | In dynamic situations, decisions become outdated faster than they can be prepared.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. | 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. | 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 | High | Medium | High | High |
Timedifferent | 2-6 h | 15-60 min je Zyklus | Half day | 1-4 Wochen |
Participantsdifferent | 4-12 | 1-8 | 3-12 | 6-30 Experten |
Formatdifferent | Workshop | Workshop + async | Workshop | Async |
Outputdifferent | Theory of Change Map, Assumptions, Outcome Measures | Situation Assessment, Decision Loop, Action Updates | Leverage Map, Action Strategy | Expert Forecast, Consensus Range, Assumption Notes |
Tags1 shared | ImpactOutcomesSystems thinkingStrategy | DecisionChangeLearningStrategy | Systems thinkingChangeStrategy | ForecastingExpertsDecisionStrategy |