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| Criterion |  Engineering Failure Scenario Analysis |  Decision Making Force Field Analysis |  Decision Making Red Teaming |  Decision Making OODA Loop |
|---|---|---|---|---|
Purposedifferent | In critical processes, it is not enough to plan only for the normal case. Failure Scenario Analysis looks at the path into failure and shows which failures, chains, and control gaps cause the most damage. | 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. | For strategic decisions with high reach, agreement and gut feeling are often not enough. Red teaming brings deliberate opposition into the situation and tests where a plan breaks under real counterarguments. | In dynamic situations, decisions become outdated faster than they can be prepared.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 | Medium | Low | High | Medium |
Timedifferent | 1-3 h | 45-90 min | 1-4 h | 15-60 min je Zyklus |
Participantsdifferent | 3-8 | 3-12 | 3-8 | 1-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Failure Scenarios, Risk Notes, Control Gaps, Test and Response Actions | Force Field Map, Change Levers, Risk Notes | Challenge Findings, Risk Register, Mitigation Plan | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | FailureResilienceRisk | ChangeDecisionStrategy | RiskDecisionSensemaking | DecisionChangeLearningStrategy |