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| Criterion |  Decision Making Force Field Analysis |  Decision Making Pre-Mortem |  Facilitation Power Interest Grid |  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. | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. | When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. | In dynamic situations, decisions become outdated faster than they can be prepared.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 | Low | Low | Medium |
Timedifferent | 45-90 min | 20–45 min | 30-60 min | 15-60 min je Zyklus |
Participantsdifferent | 3-12 | Small cross-functional group | 2-8 | 1-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Force Field Map, Change Levers, Risk Notes | Risk list, Mitigation plan, Assumption log | Power Interest Grid, Strategy per Stakeholder | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | ChangeDecisionStrategy | RiskDecisionFailurePlanning | StakeholdersFacilitationAlignmentPlanning | DecisionChangeLearningStrategy |