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| Criterion |  Decision Making Force Field Analysis |  Agile WSJF |  Operations 5 Whys |  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. | When many tasks compete for the same capacity, it orders work by economic impact. It makes time lost, benefit, and effort comparable together. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. | In dynamic situations, decisions become outdated faster than they can be prepared.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 | High | Low | Medium |
Timedifferent | 45-90 min | 45-90 min | 15-30 min | 15-60 min je Zyklus |
Participantsdifferent | 3-12 | 3-10 | 2-6 | 1-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Force Field Map, Change Levers, Risk Notes | Ranked Backlog, Cost-of-Delay Assumptions | Root cause notes, Countermeasures | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | ChangeDecisionStrategy | LeanEconomicsSequencePrioritization | Root causeIncidentLeanProblem solving | DecisionChangeLearningStrategy |