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| Criterion |  Operations Accountability Ladder |  Decision Making Force Field Analysis |  Product Discovery Assumption Mapping |  Decision Making OODA Loop |
|---|---|---|---|---|
Purposedifferent | With defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. | 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. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | In dynamic situations, decisions become outdated faster than they can be prepared.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 | Medium | Medium |
Timedifferent | 20-45 min | 45-90 min | 45-60 min | 15-60 min je Zyklus |
Participantsdifferent | 1-8 | 3-12 | 2-8 | 1-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Force Field Map, Change Levers, Risk Notes | Assumption map, Test backlog, Risk ranking | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | ResponsibilityLeadershipTeam | ChangeDecisionStrategy | AssumptionsRiskExperimentsValidation | DecisionChangeLearningStrategy |