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| Criterion |  Systems Thinking Iceberg Model |  Decision Making OODA Loop |  Decision Making Force Field Analysis |  Operations Change Analysis |
|---|---|---|---|---|
Purposedifferent | The Iceberg Model separates visible events from patterns, structures, and mental models. This turns a single observation into a deeper understanding of why a problem keeps recurring. | In dynamic situations, decisions become outdated faster than they can be prepared.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. | 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. | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | 30-60 min | 15-60 min je Zyklus | 45-90 min | 45-120 min |
Participantsdifferent | 2-10 | 1-8 | 3-12 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Iceberg Worksheet, Pattern Notes, Intervention Ideas | Situation Assessment, Decision Loop, Action Updates | Force Field Map, Change Levers, Risk Notes | Change Matrix, Cause Hypotheses, Validation Questions, Action List |
Tagsno overlap | Systems thinkingRoot causePatterns | DecisionChangeLearningStrategy | ChangeDecisionStrategy | ChangeRoot causeTroubleshootingComparison |