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| Criterion |  Decision Making Force Field Analysis |  Decision Making Three-Point Estimation |  Decision Making OODA Loop |  Decision Making Delphi Method |
|---|---|---|---|---|
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. | A single estimate for effort, time, or risk often looks too smooth for the real uncertainty behind it. It separates options, evaluation criteria, and open risks. The result is captured as a Three-Point Estimate, Risk Range, and Assumption Notes. | In dynamic situations, decisions become outdated faster than they can be prepared.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 knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. |
Complexitydifferent | Low | Medium | Medium | High |
Timedifferent | 45-90 min | 10-30 min je Item | 15-60 min je Zyklus | 1-4 Wochen |
Participantsdifferent | 3-12 | 1-8 | 1-8 | 6-30 Experten |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Async |
Outputdifferent | Force Field Map, Change Levers, Risk Notes | Three-Point Estimate, Risk Range, Assumption Notes | Situation Assessment, Decision Loop, Action Updates | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | ChangeDecisionStrategy | EstimationUncertaintyForecasting | DecisionChangeLearningStrategy | ForecastingExpertsDecisionStrategy |