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| Criterion |  Decision Making Force Field Analysis |  Business Strategy SWOT Analysis |  Architecture ATAM (Architecture Tradeoff Analysis Method) |  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. | SWOT Analysis arranges strengths, weaknesses, opportunities, and threats into a compact picture of the situation. It keeps internal capabilities and external influences separate before strategic options emerge from them. | ATAM helps teams weigh architecture decisions when quality goals compete. The team considers business goals, stakeholder expectations, and technical decisions together. The evaluation shows which risks need further investigation. | In dynamic situations, decisions become outdated faster than they can be prepared.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 | High | Medium |
Timedifferent | 45-90 min | 30-60 min | Several meetings plus preparation and analysis; total effort depends on scope | 15-60 min je Zyklus |
Participantsdifferent | 3-12 | 3-12 | Evaluation team, architects, and relevant stakeholders | 1-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Force Field Map, Change Levers, Risk Notes | SWOT matrix, Strategic options, Action list | Prioritized quality scenarios in a utility tree, Architecture risks with reasoning and assumptions, Sensitivity and trade-off points, Findings report with open investigations | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | ChangeDecisionStrategy | StrategyAnalysisMarketPositioning | ArchitectureQualityRiskTradeoffsStakeholders | DecisionChangeLearningStrategy |