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| Criterion |  Decision Making OODA Loop |  Decision Making Force Field Analysis |  Innovation Rolestorming |  Innovation Lotus Blossom |
|---|---|---|---|---|
Purposedifferent | In dynamic situations, decisions become outdated faster than they can be prepared.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 search for ideas stalls, switching roles helps people step outside their own perspective and activate new logics of action. The method reduces habit because contributions arise from a different stance. This brings unfamiliar, often fitting solution approaches into play. | When a central question feels too large, the method breaks it into neighboring topic fields with their own depth of ideation. It holds structure and openness at the same time, so adjacent perspectives don't get lost. This grows an idea space out of a core problem. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 15-60 min je Zyklus | 45-90 min | 30-60 min | 45-90 min |
Participantsdifferent | 1-8 | 3-12 | 3-12 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Situation Assessment, Decision Loop, Action Updates | Force Field Map, Change Levers, Risk Notes | Rollenkarten, Ideenpool pro Rolle, Konsolidierte Shortlist | Lotus Diagram, Idea Themes, Shortlist |
Tagsno overlap | DecisionChangeLearningStrategy | ChangeDecisionStrategy | BrainstormingIdeationCreativity | BrainstormingIdeationCreativityDivergenceWorkshop |