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| Criterion |  Decision Making OODA Loop |  Facilitation 1-2-4-All |  Facilitation Mind Mapping |  Decision Making Force Field Analysis |
|---|---|---|---|---|
Purposedifferent | In dynamic situations, decisions become outdated faster than they can be prepared.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 many people in a group too rarely get to speak, 1-2-4-All distributes thinking time more fairly. The format builds participation step by step and makes quiet or still-unformed thoughts usable faster. | When a topic is still unclear and too many thoughts surface at once, Mind Mapping creates an open surface for ordering them. It makes connections, subtopics, and starting points visible without fixing them too early. | 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 | Medium | Low | Low | Low |
Timedifferent | 15-60 min je Zyklus | 10-20 min | 15-45 min | 45-90 min |
Participantsdifferent | 1-8 | 4-100+ | 1-10 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Situation Assessment, Decision Loop, Action Updates | Idea List, Shared Insights, Emergent Themes | Mind Map, Topic Clusters, Open Questions | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | DecisionChangeLearningStrategy | FacilitationInclusionIdeation | BrainstormingIdeasMappingStructureFacilitation | ChangeDecisionStrategy |