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| Criterion |  Systems Thinking CATWOE Analysis |  Systems Thinking VUCA Scan |  Decision Making Force Field Analysis |  Decision Making OODA Loop |
|---|---|---|---|---|
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. | The VUCA Scan helps read difficult situations more precisely. Instead of treating unclarity as generally complicated, the method separates fast change, missing knowledge, systemic entanglement, and ambiguous interpretation. | 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 | In dynamic situations, decisions become outdated faster than they can be prepared.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 | Medium | Low | Low | Medium |
Timedifferent | 45-90 min | 30-90 min | 45-90 min | 15-60 min je Zyklus |
Participantsdifferent | 3-8 | 1-10 | 3-12 | 1-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | CATWOE Canvas, Root Definition, Stakeholder Perspectives, Constraints | VUCA Map, Response Options, Signal and Learning Plan | Force Field Map, Change Levers, Risk Notes | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | Systems thinkingFramingStakeholders | SensemakingUncertaintyComplexityStrategyForesight | ChangeDecisionStrategy | DecisionChangeLearningStrategy |