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| Criterion |  Decision Making OODA Loop |  Systems Thinking Leverage Points |  Systems Thinking Current Reality Tree |  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Purposedifferent | In dynamic situations, decisions become outdated faster than they can be prepared.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. | 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. | 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. | 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 | High | Low |
Timedifferent | 15-60 min je Zyklus | Half day | 2-6 h | 45-90 min |
Participantsdifferent | 1-8 | 3-12 | 3-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Situation Assessment, Decision Loop, Action Updates | Leverage Map, Action Strategy | Current Reality Tree, Core Problems, Intervention Ideas | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | DecisionChangeLearningStrategy | Systems thinkingChangeStrategy | Systems thinkingRoot causeConstraintsCausality | ChangeDecisionStrategy |