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| Criterion |  Decision Making Wideband Delphi |  Systems Thinking Intervention Mapping |  Decision Making OODA Loop |  Systems Thinking Leverage Points |
|---|---|---|---|---|
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. | In dynamic situations, decisions become outdated faster than they can be prepared.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. |
Complexitydifferent | High | High | Medium | High |
Timedifferent | 1-4 h or multiple rounds | 1-5 Tage | 15-60 min je Zyklus | Half day |
Participantsdifferent | 4-12 Experten | 4-12 | 1-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Estimate Range, Assumption Log, Expert Consensus Notes | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Situation Assessment, Decision Loop, Action Updates | Leverage Map, Action Strategy |
Tagsno overlap | EstimationExpertsForecasting | ChangeSystems thinkingCapability | DecisionChangeLearningStrategy | Systems thinkingChangeStrategy |