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| Criterion |  Operations Accountability Ladder |  Decision Making OODA Loop |  Agile 4Ls Retrospective |  Decision Making Force Field Analysis |
|---|---|---|---|---|
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 | In dynamic situations, decisions become outdated faster than they can be prepared.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. | When a sprint should not only be assessed but also learned from, it captures experience in clear learning categories. It records what worked, what's missing, and what should run differently next time. | 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. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 20-45 min | 15-60 min je Zyklus | 45–75 min | 45-90 min |
Participantsdifferent | 1-8 | 1-8 | Team members involved | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Situation Assessment, Decision Loop, Action Updates | 4Ls Board, Learning Themes, Improvement Actions | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | ResponsibilityLeadershipTeam | DecisionChangeLearningStrategy | RetrospectiveLearningReflectionTeam | ChangeDecisionStrategy |