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| Criterion |  Decision Making Force Field Analysis |  Facilitation Expectation Mapping |  Decision Making OODA Loop |  Agile 4Ls Retrospective |
|---|---|---|---|---|
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 roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. | In dynamic situations, decisions become outdated faster than they can be prepared.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. | When a sprint should not only be assessed but also learned from, it captures experience in clear learning categories. It records what worked, what's missing, and what should run differently next time. |
Complexitydifferent | Low | Low | Medium | Low |
Timedifferent | 45-90 min | 45-90 min | 15-60 min je Zyklus | 45–75 min |
Participantsdifferent | 3-12 | 3-12 | 1-8 | Team members involved |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Force Field Map, Change Levers, Risk Notes | Expectation Map, Alignment Notes, Agreements | Situation Assessment, Decision Loop, Action Updates | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | ChangeDecisionStrategy | AlignmentStakeholdersTeam | DecisionChangeLearningStrategy | RetrospectiveLearningReflectionTeam |