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| Criterion |  Decision Making Wideband Delphi |  Systems Thinking Causal Loop Diagram |  Decision Making Delphi Method |  Systems Thinking Current Reality Tree |
|---|---|---|---|---|
Purposedifferent | 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. | A Causal Loop Diagram makes feedback, reinforcement, and balance in a system legible. It uncovers side effects and self-reinforcement that stay hidden in linear explanations. | 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. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. |
Complexitydifferent | High | Medium | High | High |
Timedifferent | 1-4 h or multiple rounds | 1-3 h | 1-4 Wochen | 2-6 h |
Participantsdifferent | 4-12 Experten | 2-8 | 6-30 Experten | 3-8 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop |
Outputdifferent | Estimate Range, Assumption Log, Expert Consensus Notes | Causal Loop Diagram, Feedback Notes, Leverage Points | Expert Forecast, Consensus Range, Assumption Notes | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | EstimationExpertsForecasting | FeedbackSystems thinkingCausalityDynamics | ForecastingExpertsDecisionStrategy | Systems thinkingRoot causeConstraintsCausality |