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| Criterion |  Decision Making Decision Rights Mapping |  Systems Thinking Leverage Points |  Decision Making Force Field Analysis |  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. | 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. | In dynamic situations, decisions become outdated faster than they can be prepared.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 | High | Low | Medium |
Timedifferent | 90-180 min | Half day | 45-90 min | 15-60 min je Zyklus |
Participantsdifferent | 4-12 | 3-12 | 3-12 | 1-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Decision Rights Matrix, Agreement | Leverage Map, Action Strategy | Force Field Map, Change Levers, Risk Notes | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | DecisionGovernanceAlignmentResponsibility | Systems thinkingChangeStrategy | ChangeDecisionStrategy | DecisionChangeLearningStrategy |