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| Criterion |  Decision Making OODA Loop |  Decision Making Force Field Analysis |  Knowledge Modeling Feynman Technique |  Knowledge Modeling IBIS |
|---|---|---|---|---|
Purposedifferent | In dynamic situations, decisions become outdated faster than they can be prepared.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 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. | IBIS structures thinking about complex questions as a sequence of issues, ideas, and arguments. The method keeps discussions open without forcing them into premature consensus. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 15-60 min je Zyklus | 45-90 min | 20-60 min | 1-3 h |
Participantsdifferent | 1-8 | 3-12 | 1 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop + async |
Outputdifferent | Situation Assessment, Decision Loop, Action Updates | Force Field Map, Change Levers, Risk Notes | Plain-language Explanation, Knowledge Gaps, Study Notes | Issue Map, Positions, Argument Notes |
Tagsno overlap | DecisionChangeLearningStrategy | ChangeDecisionStrategy | LearningKnowledgeUnderstanding | RationaleKnowledgeDecision |