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| Criterion |  Decision Making OODA Loop |  Systems Thinking Leverage Points |  Facilitation Dot Estimation |  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Purposedifferent | In dynamic situations, decisions become outdated faster than they can be prepared.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. | When size or effort can only be estimated roughly, Dot Estimation condenses the group's experience into a quick range. It turns individual contributions into a visible selection. The result is captured as an Effort Heatmap, Risk Signals, and Discussion Targets. | 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 | Low | Low |
Timedifferent | 15-60 min je Zyklus | Half day | 5-20 min | 45-90 min |
Participantsdifferent | 1-8 | 3-12 | 3-20 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Situation Assessment, Decision Loop, Action Updates | Leverage Map, Action Strategy | Effort Heatmap, Risk Signals, Discussion Targets | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | DecisionChangeLearningStrategy | Systems thinkingChangeStrategy | EstimationEffortRisk | ChangeDecisionStrategy |