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| Criterion |  Decision Making OODA Loop |  Decision Making Force Field Analysis |  Systems Thinking Causal Loop Diagram |  Systems Thinking Wardley 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Purposedifferent | In dynamic situations, decisions become outdated faster than they can be prepared.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. | 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. | A Causal Loop Diagram makes feedback, reinforcement, and balance in a system legible. It uncovers side effects and self-reinforcement that stay hidden in linear explanations. | Wardley Mapping makes visible where an offering stands today and where it can evolve. The method connects user need, value chain, and evolution stages into a strategic basis for platform, build, or buy decisions. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 15-60 min je Zyklus | 45-90 min | 1-3 h | 1-3 h |
Participantsdifferent | 1-8 | 3-12 | 2-8 | 2-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Situation Assessment, Decision Loop, Action Updates | Force Field Map, Change Levers, Risk Notes | Causal Loop Diagram, Feedback Notes, Leverage Points | Wardley Map, Strategic Options, Evolution Notes |
Tagsno overlap | DecisionChangeLearningStrategy | ChangeDecisionStrategy | FeedbackSystems thinkingCausalityDynamics | StrategySystems thinkingDynamics |