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| Criterion |  Decision Making OODA Loop |  Systems Thinking CATWOE Analysis |  Decision Making Force Field Analysis |  Decision Making Delphi Method |
|---|---|---|---|---|
Purposedifferent | In dynamic situations, decisions become outdated faster than they can be prepared.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. | CATWOE structures a problem from six viewpoints and prevents too narrow a view of the situation. Different experiences of the system become comparably discussable this way. | 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. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. |
Complexitydifferent | Medium | Medium | Low | High |
Timedifferent | 15-60 min je Zyklus | 45-90 min | 45-90 min | 1-4 Wochen |
Participantsdifferent | 1-8 | 3-8 | 3-12 | 6-30 Experten |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Async |
Outputdifferent | Situation Assessment, Decision Loop, Action Updates | CATWOE Canvas, Root Definition, Stakeholder Perspectives, Constraints | Force Field Map, Change Levers, Risk Notes | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | DecisionChangeLearningStrategy | Systems thinkingFramingStakeholders | ChangeDecisionStrategy | ForecastingExpertsDecisionStrategy |