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| Criterion |  Decision Making OODA Loop |  Systems Thinking Intervention Mapping |  Product Discovery Assumption Mapping |  Decision Making Force Field Analysis |
|---|---|---|---|---|
Purposedifferent | In dynamic situations, decisions become outdated faster than they can be prepared.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. | Intervention Mapping translates a need for change into a planned, evaluable program. The method connects target group, determinants, actions, and measurement into a traceable chain. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | 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. |
Complexitydifferent | Medium | High | Medium | Low |
Timedifferent | 15-60 min je Zyklus | 1-5 Tage | 45-60 min | 45-90 min |
Participantsdifferent | 1-8 | 4-12 | 2-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Situation Assessment, Decision Loop, Action Updates | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Assumption map, Test backlog, Risk ranking | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | DecisionChangeLearningStrategy | ChangeSystems thinkingCapability | AssumptionsRiskExperimentsValidation | ChangeDecisionStrategy |