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| Criterion |  Operations ALPEN Method |  Decision Making Force Field Analysis |  Decision Making Pre-Mortem |  Decision Making OODA Loop |
|---|---|---|---|---|
Purposedifferent | With an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and 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. | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. | In dynamic situations, decisions become outdated faster than they can be prepared.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 | Low | Medium |
Timedifferent | 10-20 min daily | 45-90 min | 20–45 min | 15-60 min je Zyklus |
Participantsdifferent | 1 | 3-12 | Small cross-functional group | 1-8 |
Formatdifferent | Async | Workshop | Workshop | Workshop + async |
Outputdifferent | Daily Plan, Time Estimates, Review Notes | Force Field Map, Change Levers, Risk Notes | Risk list, Mitigation plan, Assumption log | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | PlanningTime managementProductivityOperations | ChangeDecisionStrategy | RiskDecisionFailurePlanning | DecisionChangeLearningStrategy |