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| Criterion |  Decision Making Decision Rights Mapping |  Decision Making OODA Loop |  Decision Making Trade-off Analysis |  Decision Making Force Field Analysis |
|---|---|---|---|---|
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 | In dynamic situations, decisions become outdated faster than they can be prepared.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. | With limited resources, quality, speed, cost, and risk almost always compete with each other. Trade-off Analysis makes these tensions explicit and prevents decisions from producing hidden side effects. | 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 | Medium | Medium | Medium | Low |
Timedifferent | 90-180 min | 15-60 min je Zyklus | 45-120 min | 45-90 min |
Participantsdifferent | 4-12 | 1-8 | 2-8 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Decision Rights Matrix, Agreement | Situation Assessment, Decision Loop, Action Updates | Trade-off Matrix, Criteria List, Decision Rationale, Accepted Downsides | Force Field Map, Change Levers, Risk Notes |
Tags1 shared | DecisionGovernanceAlignmentResponsibility | DecisionChangeLearningStrategy | TradeoffsDecisionCriteriaOptions | ChangeDecisionStrategy |