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| Criterion |  Operations ABC Analysis |  Decision Making Force Field Analysis |  Systems Thinking Future Reality Tree |  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. | 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. | In dynamic situations, decisions become outdated faster than they can be prepared.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 | High | Medium |
Timedifferent | 30-60 min | 45-90 min | 2-4 h | 15-60 min je Zyklus |
Participantsdifferent | 1-5 | 3-12 | 3-8 | 1-8 |
Formatdifferent | Async | Workshop | Workshop | Workshop + async |
Outputdifferent | ABC Classification, Focus Rules, Control List | Force Field Map, Change Levers, Risk Notes | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | PrioritizationOperationsPortfolio | ChangeDecisionStrategy | Theory of ConstraintsSystems thinkingChange | DecisionChangeLearningStrategy |