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| Criterion |  Decision Making Wideband Delphi |  Systems Thinking Leverage Points |  Systems Thinking Systems Mapping |  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. | 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. | 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 | Half day | 1-3 h | 2-4 h |
Participantsdifferent | 4-12 Experten | 3-12 | 3-12 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Estimate Range, Assumption Log, Expert Consensus Notes | Leverage Map, Action Strategy | System Map, Dependencies, Leverage Points | Future Reality Tree, Negative Branches, Assumption List, Improved Injections |
Tagsno overlap | EstimationExpertsForecasting | Systems thinkingChangeStrategy | Systems thinkingMappingBoundariesChange | Theory of ConstraintsSystems thinkingChange |