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| Criterion |  Knowledge Modeling Feynman Technique |  Decision Making Decision Rights Mapping |  Facilitation Stakeholder Mapping |  Decision Making OODA Loop |
|---|---|---|---|---|
Purposedifferent | The Feynman Technique checks understanding by explaining a topic so that it stays easy for others to understand. It makes knowledge gaps visible before they become costly in everyday work. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. | In dynamic situations, decisions become outdated faster than they can be prepared.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 | Low | Medium | Low | Medium |
Timedifferent | 20-60 min | 90-180 min | 60–90 min | 15-60 min je Zyklus |
Participantsdifferent | 1 | 4-12 | 2-8 | 1-8 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Plain-language Explanation, Knowledge Gaps, Study Notes | Decision Rights Matrix, Agreement | Stakeholder Map, Engagement Plan, Risk Notes | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | LearningKnowledgeUnderstanding | DecisionGovernanceAlignmentResponsibility | StakeholdersAlignmentFacilitationChange | DecisionChangeLearningStrategy |