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| Criterion |  Knowledge Modeling Feynman Technique |  Facilitation Stakeholder Mapping |  Decision Making DACI |  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. | 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 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 | In dynamic situations, decisions become outdated faster than they can be prepared.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 | Low | Low | Medium |
Timedifferent | 20-60 min | 60–90 min | 30-60 min | 15-60 min je Zyklus |
Participantsdifferent | 1 | 2-8 | 2-10 | 1-8 |
Formatdifferent | Async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Plain-language Explanation, Knowledge Gaps, Study Notes | Stakeholder Map, Engagement Plan, Risk Notes | DACI Matrix, Decision Owner, Decision Log | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | LearningKnowledgeUnderstanding | StakeholdersAlignmentFacilitationChange | DecisionRolesGovernanceAlignment | DecisionChangeLearningStrategy |