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| Criterion |  Operations Accountability Ladder |  Decision Making OODA Loop |  Decision Making Decision Matrix |  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 | In dynamic situations, decisions become outdated faster than they can be prepared.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 several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. | 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 | Medium | Low |
Timedifferent | 20-45 min | 15-60 min je Zyklus | 45-90 min | 45-90 min |
Participantsdifferent | 1-8 | 1-8 | 2-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Situation Assessment, Decision Loop, Action Updates | Decision Matrix, Scoring Rationale, Selected Option | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | ResponsibilityLeadershipTeam | DecisionChangeLearningStrategy | DecisionCriteriaScoringTradeoffs | ChangeDecisionStrategy |