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| Criterion |  Decision Making Decision Rights Mapping |  Decision Making Force Field Analysis |  Decision Making RAPID |  Decision Making OODA Loop |
|---|---|---|---|---|
Purposedifferent | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | 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 complex management decisions, clarity is often missing about who recommends, who agrees, and who makes the decision. RAPID creates this assignment and stabilizes decisions across several levels. | In dynamic situations, decisions become outdated faster than they can be prepared.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 | Medium | Medium |
Timedifferent | 90-180 min | 45-90 min | 45-90 min | 15-60 min je Zyklus |
Participantsdifferent | 4-12 | 3-12 | 3-12 | 1-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Decision Rights Matrix, Agreement | Force Field Map, Change Levers, Risk Notes | RAPID Role Map, Recommendation, Decision Log | Situation Assessment, Decision Loop, Action Updates |
Tags1 shared | DecisionGovernanceAlignmentResponsibility | ChangeDecisionStrategy | DecisionRolesGovernance | DecisionChangeLearningStrategy |