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| Criterion |  Decision Making Wideband Delphi |  Systems Thinking Systems Mapping |  Systems Thinking Evaporating Cloud |  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. | 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. | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | 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 | Medium | Medium | High |
Timedifferent | 1-4 h or multiple rounds | 1-3 h | 60-120 min | Half day |
Participantsdifferent | 4-12 Experten | 3-12 | 2-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Estimate Range, Assumption Log, Expert Consensus Notes | System Map, Dependencies, Leverage Points | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Leverage Map, Action Strategy |
Tagsno overlap | EstimationExpertsForecasting | Systems thinkingMappingBoundariesChange | Theory of ConstraintsAssumptionsSystems thinking | Systems thinkingChangeStrategy |