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| Criterion |  Decision Making Force Field Analysis |  Decision Making Trade-off Analysis |  Decision Making OODA Loop |  Decision Making Decision Tree |
|---|---|---|---|---|
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. | With limited resources, quality, speed, cost, and risk almost always compete with each other. Trade-off Analysis makes these tensions explicit and prevents decisions from producing hidden side effects. | In dynamic situations, decisions become outdated faster than they can be prepared.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. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 45-90 min | 45-120 min | 15-60 min je Zyklus | 30-90 min |
Participantsdifferent | 3-12 | 2-8 | 1-8 | 1-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Force Field Map, Change Levers, Risk Notes | Trade-off Matrix, Criteria List, Decision Rationale, Accepted Downsides | Situation Assessment, Decision Loop, Action Updates | Decision Tree, Option Map, Assumption List |
Tags1 shared | ChangeDecisionStrategy | TradeoffsDecisionCriteriaOptions | DecisionChangeLearningStrategy | DecisionTreeOptions |