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| Criterion |  Decision Making Force Field Analysis |  Architecture Views and Beyond |  Facilitation Stakeholder Mapping |  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. | Views and Beyond organizes architecture into several views so no single diagram has to do everything at once. This makes it possible to choose the representation that fits the stakeholder's question. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. | In dynamic situations, decisions become outdated faster than they can be prepared.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 | Medium | Low | Medium |
Timedifferent | 45-90 min | 1-3 Tage | 60–90 min | 15-60 min je Zyklus |
Participantsdifferent | 3-12 | 1-4 | 2-8 | 1-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Force Field Map, Change Levers, Risk Notes | Architecture Views, Cross-view Notes, Rationale | Stakeholder Map, Engagement Plan, Risk Notes | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | ChangeDecisionStrategy | DocumentationStakeholdersArchitecture | StakeholdersAlignmentFacilitationChange | DecisionChangeLearningStrategy |