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| Criterion |  Decision Making Decision Tree |  Decision Making OODA Loop |  Agile Start Stop Continue |  Decision Making Force Field Analysis |
|---|---|---|---|---|
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 | In dynamic situations, decisions become outdated faster than they can be prepared.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 a team wants to deliberately adjust its working behavior, it makes habits visible and assessable. It focuses on concrete changes instead of diffuse mood. | 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 | Low | Low |
Timedifferent | 30-90 min | 15-60 min je Zyklus | 30-60 min | 45-90 min |
Participantsdifferent | 1-6 | 1-8 | 3-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Decision Tree, Option Map, Assumption List | Situation Assessment, Decision Loop, Action Updates | Start Stop Continue Board, Improvement Actions | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | DecisionTreeOptions | DecisionChangeLearningStrategy | RetrospectiveImprovementTeamReflection | ChangeDecisionStrategy |