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| Criterion |  Decision Making Force Field Analysis |  Business Strategy Strategy Execution Loop |  Decision Making OODA Loop |  Decision Making DACI |
|---|---|---|---|---|
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. | The Strategy Execution Loop helps avoid treating strategy as a one-off document. It makes visible how strategic decisions are turned into objectives, initiatives, operational work, measurement, and learning. | In dynamic situations, decisions become outdated faster than they can be prepared.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. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. |
Complexitydifferent | Low | High | Medium | Low |
Timedifferent | 45-90 min | Initial 3-6 h, then monthly or quarterly reviews | 15-60 min je Zyklus | 30-60 min |
Participantsdifferent | 3-12 | 5-12 | 1-8 | 2-10 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Force Field Map, Change Levers, Risk Notes | Execution Loop, Review Cadence, Strategic Learning Log | Situation Assessment, Decision Loop, Action Updates | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | ChangeDecisionStrategy | ExecutionCadenceLearningGovernance | DecisionChangeLearningStrategy | DecisionRolesGovernanceAlignment |