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| Criterion |  Decision Making Wideband Delphi |  Systems Thinking Intervention Mapping |  Engineering Kanban |  Systems Thinking Future 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. | 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 work sits in too many parallel streams, throughput suffers and no one sees the bottlenecks. Kanban makes the flow of work visible and limits overload so a system becomes calmer and more predictable. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. |
Complexitydifferent | High | High | Medium | High |
Timedifferent | 1-4 h or multiple rounds | 1-5 Tage | Ongoing | 2-4 h |
Participantsdifferent | 4-12 Experten | 4-12 | 2-12 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Estimate Range, Assumption Log, Expert Consensus Notes | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Kanban board, WIP policies, Flow metrics | Future Reality Tree, Negative Branches, Assumption List, Improved Injections |
Tagsno overlap | EstimationExpertsForecasting | ChangeSystems thinkingCapability | FlowVisual managementDelivery | Theory of ConstraintsSystems thinkingChange |