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| Criterion |  Decision Making OODA Loop |  Agile Mad Sad Glad |  Decision Making Force Field Analysis |  Agile 4Ls Retrospective |
|---|---|---|---|---|
Purposedifferent | In dynamic situations, decisions become outdated faster than they can be prepared.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. | When a team's or workshop's mood needs to become readable, it structures emotional signals with little setup. It makes strain, relief, and sources of energy tangible. | 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 sprint should not only be assessed but also learned from, it captures experience in clear learning categories. It records what worked, what's missing, and what should run differently next time. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 15-60 min je Zyklus | 30-60 min | 45-90 min | 45–75 min |
Participantsdifferent | 1-8 | 3-10 | 3-12 | Team members involved |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Situation Assessment, Decision Loop, Action Updates | Emotion Board, Themes, Action Items | Force Field Map, Change Levers, Risk Notes | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | DecisionChangeLearningStrategy | RetrospectiveTeamReflection | ChangeDecisionStrategy | RetrospectiveLearningReflectionTeam |