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| Criterion |  Operations ABC Analysis |  Decision Making Force Field Analysis |  Decision Making Assumption Surfacing |  Decision Making OODA Loop |
|---|---|---|---|---|
Purposedifferent | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | In dynamic situations, decisions become outdated faster than they can be prepared.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. |
Complexitydifferent | Low | Low | Low | Medium |
Timedifferent | 30-60 min | 45-90 min | 45-90 min | 15-60 min je Zyklus |
Participantsdifferent | 1-5 | 3-12 | 2-8 | 1-8 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | ABC Classification, Focus Rules, Control List | Force Field Map, Change Levers, Risk Notes | Assumption List, Critical Assumptions, Learning Plan | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | PrioritizationOperationsPortfolio | ChangeDecisionStrategy | AssumptionsRiskDecisionDiscovery | DecisionChangeLearningStrategy |