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| Criterion |  Operations Accountability Ladder |  Systems Thinking Intervention Mapping |  Decision Making OODA Loop |  Decision Making Decision Rights Mapping |
|---|---|---|---|---|
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. | Intervention Mapping translates a need for change into a planned, evaluable program. The method connects target group, determinants, actions, and measurement into a traceable chain. | In dynamic situations, decisions become outdated faster than they can be prepared.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. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. |
Complexitydifferent | Low | High | Medium | Medium |
Timedifferent | 20-45 min | 1-5 Tage | 15-60 min je Zyklus | 90-180 min |
Participantsdifferent | 1-8 | 4-12 | 1-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Situation Assessment, Decision Loop, Action Updates | Decision Rights Matrix, Agreement |
Tagsno overlap | ResponsibilityLeadershipTeam | ChangeSystems thinkingCapability | DecisionChangeLearningStrategy | DecisionGovernanceAlignmentResponsibility |