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| Criterion |  Systems Thinking Leverage Points |  Decision Making OODA Loop |  Knowledge Modeling Feynman Technique |  Decision Making Force Field Analysis |
|---|---|---|---|---|
Purposedifferent | 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 | In dynamic situations, decisions become outdated faster than they can be prepared.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. | The Feynman Technique checks understanding by explaining a topic so that it stays easy for others to understand. It makes knowledge gaps visible before they become costly in everyday work. | 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. |
Complexitydifferent | High | Medium | Low | Low |
Timedifferent | Half day | 15-60 min je Zyklus | 20-60 min | 45-90 min |
Participantsdifferent | 3-12 | 1-8 | 1 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Async | Workshop |
Outputdifferent | Leverage Map, Action Strategy | Situation Assessment, Decision Loop, Action Updates | Plain-language Explanation, Knowledge Gaps, Study Notes | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | Systems thinkingChangeStrategy | DecisionChangeLearningStrategy | LearningKnowledgeUnderstanding | ChangeDecisionStrategy |