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| Criterion |  Decision Making Force Field Analysis |  Product Discovery Assumption Mapping |  Decision Making Delphi Method |  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 assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | In dynamic situations, decisions become outdated faster than they can be prepared.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 | 45-60 min | 1-4 Wochen | 15-60 min je Zyklus |
Participantsdifferent | 3-12 | 2-8 | 6-30 Experten | 1-8 |
Formatdifferent | Workshop | Workshop + async | Async | Workshop + async |
Outputdifferent | Force Field Map, Change Levers, Risk Notes | Assumption map, Test backlog, Risk ranking | Expert Forecast, Consensus Range, Assumption Notes | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | ChangeDecisionStrategy | AssumptionsRiskExperimentsValidation | ForecastingExpertsDecisionStrategy | DecisionChangeLearningStrategy |