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| Criterion |  Decision Making Force Field Analysis |  Decision Making OODA Loop |  Facilitation Stakeholder Salience Model |  Decision Making Decision Rights Mapping |
|---|---|---|---|---|
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. | In dynamic situations, decisions become outdated faster than they can be prepared.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 stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 45-90 min | 15-60 min je Zyklus | 60-90 min | 90-180 min |
Participantsdifferent | 3-12 | 1-8 | 3-6 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Force Field Map, Change Levers, Risk Notes | Situation Assessment, Decision Loop, Action Updates | Salience Diagram, Strategy per Class | Decision Rights Matrix, Agreement |
Tagsno overlap | ChangeDecisionStrategy | DecisionChangeLearningStrategy | StakeholdersFacilitationAlignmentGovernance | DecisionGovernanceAlignmentResponsibility |