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| Criterion |  Knowledge Modeling Feynman Technique |  Decision Making OODA Loop |  Decision Making DACI |  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. | In dynamic situations, decisions become outdated faster than they can be prepared.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. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. | 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 | Low |
Timedifferent | 20-60 min | 15-60 min je Zyklus | 30-60 min | 45-90 min |
Participantsdifferent | 1 | 1-8 | 2-10 | 3-12 |
Formatdifferent | Async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Plain-language Explanation, Knowledge Gaps, Study Notes | Situation Assessment, Decision Loop, Action Updates | DACI Matrix, Decision Owner, Decision Log | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | LearningKnowledgeUnderstanding | DecisionChangeLearningStrategy | DecisionRolesGovernanceAlignment | ChangeDecisionStrategy |