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| Criterion |  Knowledge Modeling Feynman Technique |  Facilitation Stakeholder Salience Model |  Decision Making OODA Loop |  Decision Making DACI |
|---|---|---|---|---|
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 stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. | In dynamic situations, decisions become outdated faster than they can be prepared.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. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 20-60 min | 60-90 min | 15-60 min je Zyklus | 30-60 min |
Participantsdifferent | 1 | 3-6 | 1-8 | 2-10 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Plain-language Explanation, Knowledge Gaps, Study Notes | Salience Diagram, Strategy per Class | Situation Assessment, Decision Loop, Action Updates | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | LearningKnowledgeUnderstanding | StakeholdersFacilitationAlignmentGovernance | DecisionChangeLearningStrategy | DecisionRolesGovernanceAlignment |