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| Criterion |  Systems Thinking Leverage Points |  Decision Making OODA Loop |  Decision Making Risk Matrix |  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 | In dynamic situations, decisions become outdated faster than they can be prepared.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. | When a project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk List. | 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 | 30-60 min | 45-90 min |
Participantsdifferent | 3-12 | 1-8 | 3-10 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Leverage Map, Action Strategy | Situation Assessment, Decision Loop, Action Updates | Risk Matrix, Top Risk List | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | Systems thinkingChangeStrategy | DecisionChangeLearningStrategy | RiskDecisionPrioritizationAssessment | ChangeDecisionStrategy |