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| Criterion |  Decision Making OODA Loop |  Business Strategy Balanced Scorecard |  Architecture C4 Model |  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Purposedifferent | In dynamic situations, decisions become outdated faster than they can be prepared.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. | Balanced Scorecard translates strategy into a few interconnected perspectives and metrics. It holds impact, steering, and learning together in daily work instead of narrowing strategy down to financial figures. | The C4 Model makes a system legible across several resolution levels, from context down to code. It suits situations where different audiences need to understand the same architecture from different altitudes. | 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 | High | Low | Low |
Timedifferent | 15-60 min je Zyklus | Halber Tag bis mehrere Wochen | 1-4 h | 45-90 min |
Participantsdifferent | 1-8 | 4-12 | 1-5 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Situation Assessment, Decision Loop, Action Updates | Balanced Scorecard, Strategic Measures, Initiative Map | Context Diagram, Container Diagram, Component Diagram | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | DecisionChangeLearningStrategy | StrategyMetricsExecution | ArchitectureCommunicationVisualization | ChangeDecisionStrategy |