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| Criterion |  Decision Making OODA Loop |  Decision Making Decision Tree |  Decision Making DACI |  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Purposedifferent | In dynamic situations, decisions become outdated faster than they can be prepared.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. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. | 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 | Medium | Low | Low |
Timedifferent | 15-60 min je Zyklus | 30-90 min | 30-60 min | 45-90 min |
Participantsdifferent | 1-8 | 1-6 | 2-10 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Situation Assessment, Decision Loop, Action Updates | Decision Tree, Option Map, Assumption List | DACI Matrix, Decision Owner, Decision Log | Force Field Map, Change Levers, Risk Notes |
Tags1 shared | DecisionChangeLearningStrategy | DecisionTreeOptions | DecisionRolesGovernanceAlignment | ChangeDecisionStrategy |