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| Criterion |  Decision Making OODA Loop |  Knowledge Modeling Feynman Technique |  Knowledge Modeling Concept 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Purposedifferent | In dynamic situations, decisions become outdated faster than they can be prepared.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. | The Feynman Technique checks understanding by explaining a topic so that it stays easy for others to understand. It makes knowledge gaps visible before they become costly in everyday work. | Concept Mapping arranges terms and relationships in a network that makes subject-matter connections tangible. It fits when a topic needs to be understood structurally rather than linearly. | 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 | Medium | Low |
Timedifferent | 15-60 min je Zyklus | 20-60 min | 1-2 h | 45-90 min |
Participantsdifferent | 1-8 | 1 | 1-8 | 3-12 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop |
Outputdifferent | Situation Assessment, Decision Loop, Action Updates | Plain-language Explanation, Knowledge Gaps, Study Notes | Concept Map, Relationship Labels, Knowledge Gaps | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | DecisionChangeLearningStrategy | LearningKnowledgeUnderstanding | KnowledgeConceptsMappingSensemaking | ChangeDecisionStrategy |