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| Criterion |  Decision Making Decision Tree |  Decision Making Force Field Analysis |  Decision Making OODA Loop |  Decision Making Delphi Method |
|---|---|---|---|---|
Purposedifferent | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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 | In dynamic situations, decisions become outdated faster than they can be prepared.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. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. |
Complexitydifferent | Medium | Low | Medium | High |
Timedifferent | 30-90 min | 45-90 min | 15-60 min je Zyklus | 1-4 Wochen |
Participantsdifferent | 1-6 | 3-12 | 1-8 | 6-30 Experten |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Async |
Outputdifferent | Decision Tree, Option Map, Assumption List | Force Field Map, Change Levers, Risk Notes | Situation Assessment, Decision Loop, Action Updates | Expert Forecast, Consensus Range, Assumption Notes |
Tags1 shared | DecisionTreeOptions | ChangeDecisionStrategy | DecisionChangeLearningStrategy | ForecastingExpertsDecisionStrategy |