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| Criterion |  Decision Making Force Field Analysis |  Decision Making Wideband Delphi |  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 opinion rarely holds up for planning when the future is genuinely uncertain. It separates options, evaluation criteria, and open risks. The result is captured as an Estimate Range, Assumption Log, and Expert Consensus 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 | In dynamic situations, decisions become outdated faster than they can be prepared.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 | High | Medium | High |
Timedifferent | 45-90 min | 1-4 h or multiple rounds | 15-60 min je Zyklus | 1-4 Wochen |
Participantsdifferent | 3-12 | 4-12 Experten | 1-8 | 6-30 Experten |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Async |
Outputdifferent | Force Field Map, Change Levers, Risk Notes | Estimate Range, Assumption Log, Expert Consensus Notes | Situation Assessment, Decision Loop, Action Updates | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | ChangeDecisionStrategy | EstimationExpertsForecasting | DecisionChangeLearningStrategy | ForecastingExpertsDecisionStrategy |