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| Criterion |  Decision Making Decision Rights Mapping |  Decision Making OODA Loop |  Systems Thinking Leverage Points |  Facilitation Alignment Mapping |
|---|---|---|---|---|
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 | In dynamic situations, decisions become outdated faster than they can be prepared.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. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | 90-180 min | 15-60 min je Zyklus | Half day | 1-2 h |
Participantsdifferent | 4-12 | 1-8 | 3-12 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Decision Rights Matrix, Agreement | Situation Assessment, Decision Loop, Action Updates | Leverage Map, Action Strategy | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | DecisionGovernanceAlignmentResponsibility | DecisionChangeLearningStrategy | Systems thinkingChangeStrategy | AlignmentStakeholdersStrategyFacilitation |