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| Criterion |  Decision Making Delphi Method |  Agile Planning Poker |  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. | When estimates within the team diverge too much, it puts differing expectations on a common test bench. It separates rough complexity from unspoken assumptions. | 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 | In dynamic situations, decisions become outdated faster than they can be prepared.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 | Low | Low | Medium |
Timedifferent | 1-4 Wochen | 2-5 min je Item | 45-90 min | 15-60 min je Zyklus |
Participantsdifferent | 6-30 Experten | 3-9 | 3-12 | 1-8 |
Formatdifferent | Async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Expert Forecast, Consensus Range, Assumption Notes | Relative Estimates, Assumption Notes, Split Candidates | Force Field Map, Change Levers, Risk Notes | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | ForecastingExpertsDecisionStrategy | EstimationAgileRelative sizingTeam | ChangeDecisionStrategy | DecisionChangeLearningStrategy |