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| Criterion |  Innovation Crazy 8s |  Decision Making OODA Loop |  Systems Thinking Leverage Points |  Decision Making Force Field Analysis |
|---|---|---|---|---|
Purposedifferent | With only a few minutes available and a still-fuzzy solution search, the method forces a wide range of variants. It produces fast sketches before the first idea can settle in, making different directions directly comparable and open to further development. | In dynamic situations, decisions become outdated faster than they can be prepared.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. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | 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 | High | Low |
Timedifferent | 8-15 min | 15-60 min je Zyklus | Half day | 45-90 min |
Participantsdifferent | 1-10 | 1-8 | 3-12 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Sketch Set, Idea Shortlist, Direction Options | Situation Assessment, Decision Loop, Action Updates | Leverage Map, Action Strategy | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | BrainstormingSketchingSpeedDivergenceDesign sprint | DecisionChangeLearningStrategy | Systems thinkingChangeStrategy | ChangeDecisionStrategy |