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| Criterion |  Systems Thinking CATWOE Analysis |  Knowledge Modeling Concept Mapping |  Decision Making OODA Loop |  Decision Making Force Field Analysis |
|---|---|---|---|---|
Purposedifferent | CATWOE structures a problem from six viewpoints and prevents too narrow a view of the situation. Different experiences of the system become comparably discussable this way. | Concept Mapping arranges terms and relationships in a network that makes subject-matter connections tangible. It fits when a topic needs to be understood structurally rather than linearly. | In dynamic situations, decisions become outdated faster than they can be prepared.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. | 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 | 45-90 min | 1-2 h | 15-60 min je Zyklus | 45-90 min |
Participantsdifferent | 3-8 | 1-8 | 1-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | CATWOE Canvas, Root Definition, Stakeholder Perspectives, Constraints | Concept Map, Relationship Labels, Knowledge Gaps | Situation Assessment, Decision Loop, Action Updates | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | Systems thinkingFramingStakeholders | KnowledgeConceptsMappingSensemaking | DecisionChangeLearningStrategy | ChangeDecisionStrategy |