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| Criterion |  Decision Making Force Field Analysis |  Systems Thinking Leverage Points |  Business Strategy Value Chain Analysis |  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. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever 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 | In dynamic situations, decisions become outdated faster than they can be prepared.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 | High | High | Medium |
Timedifferent | 45-90 min | Half day | Half day | 15-60 min je Zyklus |
Participantsdifferent | 3-12 | 3-12 | 3-8 | 1-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Force Field Map, Change Levers, Risk Notes | Leverage Map, Action Strategy | Value Chain Map, Lever List | Situation Assessment, Decision Loop, Action Updates |
Tags1 shared | ChangeDecisionStrategy | Systems thinkingChangeStrategy | StrategyBusiness modelDiagnosisAnalysis | DecisionChangeLearningStrategy |