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| Criterion |  Decision Making Force Field Analysis |  Architecture Risk Storming |  Decision Making OODA Loop |  Product Discovery Assumption 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. | Helps clarify architecture context, options, and consequences in concrete terms. It organizes technical context, alternatives, and consequences. The result is captured as an Annotated Diagram, a Prioritized Risk List, and an Action Backlog. | In dynamic situations, decisions become outdated faster than they can be prepared.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 assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. |
Complexitydifferent | Low | Low | Medium | Medium |
Timedifferent | 45-90 min | 60-90 min | 15-60 min je Zyklus | 45-60 min |
Participantsdifferent | 3-12 | 4-12 | 1-8 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Force Field Map, Change Levers, Risk Notes | Annotated Diagram, Prioritized Risk List, Action Backlog | Situation Assessment, Decision Loop, Action Updates | Assumption map, Test backlog, Risk ranking |
Tagsno overlap | ChangeDecisionStrategy | RiskArchitectureWorkshopValidation | DecisionChangeLearningStrategy | AssumptionsRiskExperimentsValidation |