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| Criterion |  Decision Making Force Field Analysis |  Decision Making Assumption Surfacing |  Decision Making Risk Matrix |  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. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | When a project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk List. | In dynamic situations, decisions become outdated faster than they can be prepared.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 | 45-90 min | 45-90 min | 30-60 min | 15-60 min je Zyklus |
Participantsdifferent | 3-12 | 2-8 | 3-10 | 1-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Force Field Map, Change Levers, Risk Notes | Assumption List, Critical Assumptions, Learning Plan | Risk Matrix, Top Risk List | Situation Assessment, Decision Loop, Action Updates |
Tags1 shared | ChangeDecisionStrategy | AssumptionsRiskDecisionDiscovery | RiskDecisionPrioritizationAssessment | DecisionChangeLearningStrategy |