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| Criterion |  Decision Making Wideband Delphi |  Systems Thinking Leverage Points |  Systems Thinking Future Reality Tree |  Systems Thinking Intervention Mapping |
|---|---|---|---|---|
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. | 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. | 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. | 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. |
Complexitysame | High | High | High | High |
Timedifferent | 1-4 h or multiple rounds | Half day | 2-4 h | 1-5 Tage |
Participantsdifferent | 4-12 Experten | 3-12 | 3-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Estimate Range, Assumption Log, Expert Consensus Notes | Leverage Map, Action Strategy | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Logic Model, Change Objectives, Intervention Components, Evaluation Plan |
Tagsno overlap | EstimationExpertsForecasting | Systems thinkingChangeStrategy | Theory of ConstraintsSystems thinkingChange | ChangeSystems thinkingCapability |