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| Criterion |  Decision Making Force Field Analysis |  Team Design Team Topologies Interaction Modes |  Decision Making OODA Loop |  Agile 4Ls Retrospective |
|---|---|---|---|---|
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. | When several teams collaborate repeatedly, it describes the right interaction mode for each interface between them. It clarifies responsibility, interaction, and load between teams. The result is captured as an interaction heat map and pairwise agreements. | In dynamic situations, decisions become outdated faster than they can be prepared.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 a sprint should not only be assessed but also learned from, it captures experience in clear learning categories. It records what worked, what's missing, and what should run differently next time. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 45-90 min | Half day | 15-60 min je Zyklus | 45–75 min |
Participantsdifferent | 3-12 | Team-Leads plus Architecture | 1-8 | Team members involved |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Force Field Map, Change Levers, Risk Notes | Interaction Heat Map, Agreements per Pair | Situation Assessment, Decision Loop, Action Updates | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | ChangeDecisionStrategy | TeamAlignmentCollaborationOrganization | DecisionChangeLearningStrategy | RetrospectiveLearningReflectionTeam |