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| Criterion |  Knowledge Modeling Feynman Technique |  Decision Making Decision Tree |  Decision Making Force Field Analysis |
|---|---|---|---|
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. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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 | Low | Medium | Low |
Timedifferent | 20-60 min | 30-90 min | 45-90 min |
Participantsdifferent | 1 | 1-6 | 3-12 |
Formatdifferent | Async | Workshop + async | Workshop |
Outputdifferent | Plain-language Explanation, Knowledge Gaps, Study Notes | Decision Tree, Option Map, Assumption List | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | LearningKnowledgeUnderstanding | DecisionTreeOptions | ChangeDecisionStrategy |
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