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| Criterion |  Decision Making OODA Loop |  Decision Making Force Field Analysis |  Innovation Contradiction Analysis |  Innovation TRIZ |
|---|---|---|---|---|
Purposedifferent | In dynamic situations, decisions become outdated faster than they can be prepared.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. | When a system should improve while another measure suffers as a result, the method makes the underlying conflict precisely formulable. It separates the desired effect from its side effect. This makes solutions possible that address the contradiction deliberately instead of half-heartedly. | For technical contradictions or trade-offs, the method looks for solutions that resolve opposing requirements at the same time. It translates limits into an explicit picture of conflict that becomes workable. This produces not just compromises but more elegant principles. |
Complexitydifferent | Medium | Low | Medium | High |
Timedifferent | 15-60 min je Zyklus | 45-90 min | 60-120 min | 1-4 h |
Participantsdifferent | 1-8 | 3-12 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Situation Assessment, Decision Loop, Action Updates | Force Field Map, Change Levers, Risk Notes | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | Contradiction Statement, Inventive Principles, Solution Concepts |
Tagsno overlap | DecisionChangeLearningStrategy | ChangeDecisionStrategy | ContradictionsInnovationProblem solving | InnovationProblem solvingContradictionsCreativity |