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| Criterion |  Operations Kepner-Tregoe |  Facilitation Stakeholder Mapping |  Decision Making OODA Loop |  Facilitation Decision Jam |
|---|---|---|---|---|
Purposedifferent | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. | In dynamic situations, decisions become outdated faster than they can be prepared.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 a decision is stuck, Decision Jam loosens the knot through structured separation of problem, idea, and selection. The format creates movement without jumping prematurely at the first seemingly elegant answer. |
Complexitydifferent | High | Low | Medium | Low |
Timedifferent | 2-8 h | 60–90 min | 15-60 min je Zyklus | 60-90 min |
Participantsdifferent | 2-8 | 2-8 | 1-8 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Problem Analysis, Decision Analysis, Risk Plan | Stakeholder Map, Engagement Plan, Risk Notes | Situation Assessment, Decision Loop, Action Updates | Problem Cluster, Prioritized Challenge, Experiment |
Tagsno overlap | Problem solvingRoot causeDecisionOperations | StakeholdersAlignmentFacilitationChange | DecisionChangeLearningStrategy | FacilitationDecisionProblem solvingWorkshop |