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| Criterion |  Knowledge Modeling IBIS |  Decision Making Force Field Analysis |  Systems Thinking VUCA Scan |  Decision Making OODA Loop |
|---|---|---|---|---|
Purposedifferent | IBIS structures thinking about complex questions as a sequence of issues, ideas, and arguments. The method keeps discussions open without forcing them into premature consensus. | 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. | The VUCA Scan helps read difficult situations more precisely. Instead of treating unclarity as generally complicated, the method separates fast change, missing knowledge, systemic entanglement, and ambiguous interpretation. | In dynamic situations, decisions become outdated faster than they can be prepared.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 | Medium | Low | Low | Medium |
Timedifferent | 1-3 h | 45-90 min | 30-90 min | 15-60 min je Zyklus |
Participantsdifferent | 2-8 | 3-12 | 1-10 | 1-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Issue Map, Positions, Argument Notes | Force Field Map, Change Levers, Risk Notes | VUCA Map, Response Options, Signal and Learning Plan | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | RationaleKnowledgeDecision | ChangeDecisionStrategy | SensemakingUncertaintyComplexityStrategyForesight | DecisionChangeLearningStrategy |