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| Criterion |  Decision Making Argument Mapping |  Decision Making OODA Loop |  Decision Making Decision Tree |  Decision Making Force Field Analysis |
|---|---|---|---|---|
Purposedifferent | When statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests 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 | In dynamic situations, decisions become outdated faster than they can be prepared.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. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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 | Medium | Medium | Medium | Low |
Timedifferent | 1-3 h | 15-60 min je Zyklus | 30-90 min | 45-90 min |
Participantsdifferent | 1-8 | 1-8 | 1-6 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Argument Map, Evidence Gaps, Decision Rationale | Situation Assessment, Decision Loop, Action Updates | Decision Tree, Option Map, Assumption List | Force Field Map, Change Levers, Risk Notes |
Tags1 shared | SensemakingDecisionRationale | DecisionChangeLearningStrategy | DecisionTreeOptions | ChangeDecisionStrategy |