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| Criterion |  Decision Making Force Field Analysis |  Knowledge Modeling IBIS |  Decision Making Argument Mapping |  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. | IBIS structures thinking about complex questions as a sequence of issues, ideas, and arguments. The method keeps discussions open without forcing them into premature consensus. | 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. | In dynamic situations, decisions become outdated faster than they can be prepared.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 | Medium | Medium |
Timedifferent | 45-90 min | 1-3 h | 1-3 h | 15-60 min je Zyklus |
Participantsdifferent | 3-12 | 2-8 | 1-8 | 1-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Force Field Map, Change Levers, Risk Notes | Issue Map, Positions, Argument Notes | Argument Map, Evidence Gaps, Decision Rationale | Situation Assessment, Decision Loop, Action Updates |
Tags1 shared | ChangeDecisionStrategy | RationaleKnowledgeDecision | SensemakingDecisionRationale | DecisionChangeLearningStrategy |