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| Criterion |  Decision Making OODA Loop |  Decision Making Force Field Analysis |  Architecture C4 Model |  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Purposedifferent | In dynamic situations, decisions become outdated faster than they can be prepared.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. | 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. | 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. | 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 | Low | Low | High |
Timedifferent | 15-60 min je Zyklus | 45-90 min | 1-4 h | 1-4 Wochen |
Participantsdifferent | 1-8 | 3-12 | 1-5 | 6-30 Experten |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Async |
Outputdifferent | Situation Assessment, Decision Loop, Action Updates | Force Field Map, Change Levers, Risk Notes | Context Diagram, Container Diagram, Component Diagram | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | DecisionChangeLearningStrategy | ChangeDecisionStrategy | ArchitectureCommunicationVisualization | ForecastingExpertsDecisionStrategy |