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| Criterion |  Systems Thinking Future Reality Tree |  Decision Making Force Field Analysis |  Systems Thinking Theory of Change |  Decision Making OODA Loop |
|---|---|---|---|---|
Purposedifferent | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | 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. | Theory of Change translates a desired impact into a traceable chain of change. It makes assumptions, intermediate goals, and measurement points visible before a program is rolled out at scale. | In dynamic situations, decisions become outdated faster than they can be prepared.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 | High | Low | High | Medium |
Timedifferent | 2-4 h | 45-90 min | 2-6 h | 15-60 min je Zyklus |
Participantsdifferent | 3-8 | 3-12 | 4-12 | 1-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Force Field Map, Change Levers, Risk Notes | Theory of Change Map, Assumptions, Outcome Measures | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | Theory of ConstraintsSystems thinkingChange | ChangeDecisionStrategy | ImpactOutcomesSystems thinkingStrategy | DecisionChangeLearningStrategy |