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| Criterion |  Decision Making OODA Loop |  Decision Making Force Field Analysis |  Systems Thinking Evaporating Cloud |  Systems Thinking Leverage Points |
|---|---|---|---|---|
Purposedifferent | In dynamic situations, decisions become outdated faster than they can be prepared.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 method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. |
Complexitydifferent | Medium | Low | Medium | High |
Timedifferent | 15-60 min je Zyklus | 45-90 min | 60-120 min | Half day |
Participantsdifferent | 1-8 | 3-12 | 2-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Situation Assessment, Decision Loop, Action Updates | Force Field Map, Change Levers, Risk Notes | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Leverage Map, Action Strategy |
Tagsno overlap | DecisionChangeLearningStrategy | ChangeDecisionStrategy | Theory of ConstraintsAssumptionsSystems thinking | Systems thinkingChangeStrategy |