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| Criterion |  Decision Making OODA Loop |  Innovation Brainwriting |  Facilitation Stakeholder Mapping |  Facilitation Mind Mapping |
|---|---|---|---|---|
Purposedifferent | In dynamic situations, decisions become outdated faster than they can be prepared.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 loud voices or hierarchy distort the idea search, the method creates a quiet entry into joint development. It gives everyone thinking space and gathers contributions without social brakes, making diversity more visible and easier to build on. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. | 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. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 15-60 min je Zyklus | 15-30 min | 60–90 min | 15-45 min |
Participantsdifferent | 1-8 | 3-12 | 2-8 | 1-10 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Situation Assessment, Decision Loop, Action Updates | Idea sheets, Expanded concepts, Prioritized list | Stakeholder Map, Engagement Plan, Risk Notes | Mind Map, Topic Clusters, Open Questions |
Tagsno overlap | DecisionChangeLearningStrategy | BrainstormingCollaborationInclusionIdeas | StakeholdersAlignmentFacilitationChange | BrainstormingIdeasMappingStructureFacilitation |