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| Criterion |  Operations Visual Management |  Systems Thinking Intervention Mapping |  Decision Making Delphi Method |  Systems Thinking Leverage Points |
|---|---|---|---|---|
Purposedifferent | With high tempo and many parallel topics, the method makes status, deviations, and priorities visible at a glance. It reduces search effort and prevents what matters from getting lost in daily work. | Intervention Mapping translates a need for change into a planned, evaluable program. The method connects target group, determinants, actions, and measurement into a traceable chain. | 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. | 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 | Low | High | High | High |
Timedifferent | Ongoing | 1-5 Tage | 1-4 Wochen | Half day |
Participantsdifferent | 1-20 | 4-12 | 6-30 Experten | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Expert Forecast, Consensus Range, Assumption Notes | Leverage Map, Action Strategy |
Tagsno overlap | SignalsOperationsVisual management | ChangeSystems thinkingCapability | ForecastingExpertsDecisionStrategy | Systems thinkingChangeStrategy |