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| Criterion |  Decision Making Force Field Analysis |  Operations Change Analysis |  Systems Thinking Current Reality Tree |  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. | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. | In dynamic situations, decisions become outdated faster than they can be prepared.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 | 45-120 min | 2-6 h | 15-60 min je Zyklus |
Participantsdifferent | 3-12 | 2-6 | 3-8 | 1-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Force Field Map, Change Levers, Risk Notes | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Current Reality Tree, Core Problems, Intervention Ideas | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | ChangeDecisionStrategy | ChangeRoot causeTroubleshootingComparison | Systems thinkingRoot causeConstraintsCausality | DecisionChangeLearningStrategy |