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| Criterion |  Decision Making OODA Loop |  Systems Thinking Iceberg Model |  Decision Making Force Field Analysis |  Systems Thinking Current Reality Tree |
|---|---|---|---|---|
Purposedifferent | In dynamic situations, decisions become outdated faster than they can be prepared.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. | The Iceberg Model separates visible events from patterns, structures, and mental models. This turns a single observation into a deeper understanding of why a problem keeps recurring. | 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 Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. |
Complexitydifferent | Medium | Low | Low | High |
Timedifferent | 15-60 min je Zyklus | 30-60 min | 45-90 min | 2-6 h |
Participantsdifferent | 1-8 | 2-10 | 3-12 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Situation Assessment, Decision Loop, Action Updates | Iceberg Worksheet, Pattern Notes, Intervention Ideas | Force Field Map, Change Levers, Risk Notes | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | DecisionChangeLearningStrategy | Systems thinkingRoot causePatterns | ChangeDecisionStrategy | Systems thinkingRoot causeConstraintsCausality |