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| Criterion |  Operations Waste Analysis |  Decision Making Wideband Delphi |  Systems Thinking Leverage Points |  Systems Thinking Intervention Mapping |
|---|---|---|---|---|
Purposedifferent | For a process that keeps people busy but creates little value, the method exposes waste. It directs attention to unnecessary movement, waiting times, rework, and overdelivery. | A single opinion rarely holds up for planning when the future is genuinely uncertain. It separates options, evaluation criteria, and open risks. The result is captured as an Estimate Range, Assumption Log, and Expert Consensus Notes. | 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. | 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. |
Complexitydifferent | Low | High | High | High |
Timedifferent | 45-120 min | 1-4 h or multiple rounds | Half day | 1-5 Tage |
Participantsdifferent | 2-8 | 4-12 Experten | 3-12 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Estimate Range, Assumption Log, Expert Consensus Notes | Leverage Map, Action Strategy | Logic Model, Change Objectives, Intervention Components, Evaluation Plan |
Tagsno overlap | WasteLeanProcess improvement | EstimationExpertsForecasting | Systems thinkingChangeStrategy | ChangeSystems thinkingCapability |