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| Criterion |  Decision Making Force Field Analysis |  Decision Making Argument Mapping |  Systems Thinking Leverage Points |  Decision Making OODA Loop |
|---|---|---|---|---|
Purposedifferent | 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. | When statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests on. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action 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 | In dynamic situations, decisions become outdated faster than they can be prepared.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. |
Complexitydifferent | Low | Medium | High | Medium |
Timedifferent | 45-90 min | 1-3 h | Half day | 15-60 min je Zyklus |
Participantsdifferent | 3-12 | 1-8 | 3-12 | 1-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Force Field Map, Change Levers, Risk Notes | Argument Map, Evidence Gaps, Decision Rationale | Leverage Map, Action Strategy | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | ChangeDecisionStrategy | SensemakingDecisionRationale | Systems thinkingChangeStrategy | DecisionChangeLearningStrategy |