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| Criterion |  Decision Making DACI |  Decision Making OODA Loop |  Systems Thinking Leverage Points |  Decision Making Force Field Analysis |
|---|---|---|---|---|
Purposedifferent | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. | In dynamic situations, decisions become outdated faster than they can be prepared.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 | 30-60 min | 15-60 min je Zyklus | Half day | 45-90 min |
Participantsdifferent | 2-10 | 1-8 | 3-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | DACI Matrix, Decision Owner, Decision Log | Situation Assessment, Decision Loop, Action Updates | Leverage Map, Action Strategy | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | DecisionRolesGovernanceAlignment | DecisionChangeLearningStrategy | Systems thinkingChangeStrategy | ChangeDecisionStrategy |