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| Criterion |  Decision Making Wideband Delphi |  Systems Thinking Leverage Points |  Systems Thinking Systems Mapping |  Decision Making Delphi Method |
|---|---|---|---|---|
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. | Systems Mapping arranges elements, relationships, and boundaries so a complex field becomes legible at a glance. The overview stabilizes the overall picture before detail work or steering begins. | 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. |
Complexitydifferent | High | High | Medium | High |
Timedifferent | 1-4 h or multiple rounds | Half day | 1-3 h | 1-4 Wochen |
Participantsdifferent | 4-12 Experten | 3-12 | 3-12 | 6-30 Experten |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Async |
Outputdifferent | Estimate Range, Assumption Log, Expert Consensus Notes | Leverage Map, Action Strategy | System Map, Dependencies, Leverage Points | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | EstimationExpertsForecasting | Systems thinkingChangeStrategy | Systems thinkingMappingBoundariesChange | ForecastingExpertsDecisionStrategy |