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| Criterion |  Innovation Design Thinking |  Decision Making Force Field Analysis |  Decision Making Assumption Surfacing |  Decision Making OODA Loop |
|---|---|---|---|---|
Purposedifferent | For complex user problems with an uncertain cause, the method connects observation, interpretation, and experiment into a learning cycle. It keeps the focus on real needs and avoids premature solution language. This produces robust decisions for product and service. | 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. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | In dynamic situations, decisions become outdated faster than they can be prepared.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 Tag bis mehrere Wochen | 45-90 min | 45-90 min | 15-60 min je Zyklus |
Participantsdifferent | 4-10 | 3-12 | 2-8 | 1-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Problem Statement, Prototype, Test Learnings | Force Field Map, Change Levers, Risk Notes | Assumption List, Critical Assumptions, Learning Plan | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | InnovationPrototypeResearch | ChangeDecisionStrategy | AssumptionsRiskDecisionDiscovery | DecisionChangeLearningStrategy |