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| Criterion |  Innovation Brainwriting |  Decision Making OODA Loop |  Decision Making Assumption Surfacing |  Decision Making Force Field Analysis |
|---|---|---|---|---|
Purposedifferent | When loud voices or hierarchy distort the idea search, the method creates a quiet entry into joint development. It gives everyone thinking space and gathers contributions without social brakes, making diversity more visible and easier to build 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 | In dynamic situations, decisions become outdated faster than they can be prepared.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. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | 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 | 15-30 min | 15-60 min je Zyklus | 45-90 min | 45-90 min |
Participantsdifferent | 3-12 | 1-8 | 2-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Idea sheets, Expanded concepts, Prioritized list | Situation Assessment, Decision Loop, Action Updates | Assumption List, Critical Assumptions, Learning Plan | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | BrainstormingCollaborationInclusionIdeas | DecisionChangeLearningStrategy | AssumptionsRiskDecisionDiscovery | ChangeDecisionStrategy |