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| Criterion |  Decision Making Delphi Method |  Systems Thinking Current Reality Tree |  Decision Making Force Field Analysis |  Decision Making OODA Loop |
|---|---|---|---|---|
Purposedifferent | 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. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. | 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 | In dynamic situations, decisions become outdated faster than they can be prepared.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 | High | High | Low | Medium |
Timedifferent | 1-4 Wochen | 2-6 h | 45-90 min | 15-60 min je Zyklus |
Participantsdifferent | 6-30 Experten | 3-8 | 3-12 | 1-8 |
Formatdifferent | Async | Workshop | Workshop | Workshop + async |
Outputdifferent | Expert Forecast, Consensus Range, Assumption Notes | Current Reality Tree, Core Problems, Intervention Ideas | Force Field Map, Change Levers, Risk Notes | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | ForecastingExpertsDecisionStrategy | Systems thinkingRoot causeConstraintsCausality | ChangeDecisionStrategy | DecisionChangeLearningStrategy |