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| Criterion |  Decision Making Delphi Method |  Systems Thinking Future Reality Tree |  Decision Making OODA Loop |  Decision Making Force Field Analysis |
|---|---|---|---|---|
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 Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | In dynamic situations, decisions become outdated faster than they can be prepared.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. | 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 | High | High | Medium | Low |
Timedifferent | 1-4 Wochen | 2-4 h | 15-60 min je Zyklus | 45-90 min |
Participantsdifferent | 6-30 Experten | 3-8 | 1-8 | 3-12 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop |
Outputdifferent | Expert Forecast, Consensus Range, Assumption Notes | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Situation Assessment, Decision Loop, Action Updates | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | ForecastingExpertsDecisionStrategy | Theory of ConstraintsSystems thinkingChange | DecisionChangeLearningStrategy | ChangeDecisionStrategy |