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| Criterion |  Facilitation Lean Coffee |  Systems Thinking Leverage Points |  Decision Making Force Field Analysis |  Decision Making OODA Loop |
|---|---|---|---|---|
Purposedifferent | When a group without a fixed agenda needs to get into useful conversations quickly, Lean Coffee structures the start around interests rather than a presentation. The group itself negotiates which topics get time first and which wait. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | 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. | In dynamic situations, decisions become outdated faster than they can be prepared.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 | 30-90 min | Half day | 45-90 min | 15-60 min je Zyklus |
Participantsdifferent | 3-20 | 3-12 | 3-12 | 1-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Prioritized Topics, Discussion Notes, Action Items | Leverage Map, Action Strategy | Force Field Map, Change Levers, Risk Notes | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | FacilitationAutonomyDialogue | Systems thinkingChangeStrategy | ChangeDecisionStrategy | DecisionChangeLearningStrategy |