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| Criterion |  Decision Making OODA Loop |  Delivery RAID Log |  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Purposedifferent | In dynamic situations, decisions become outdated faster than they can be prepared.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. | Helps clarify scope, sequence, and delivery flow in concrete terms. It makes work, boundaries, and order steerable. The result is captured as a RAID Log and a source for status reporting. | 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 | Low | Medium | Low |
Timedifferent | 15-60 min je Zyklus | 30 min Setup, dann laufend | 45-60 min | 45-90 min |
Participantsdifferent | 1-8 | 1-3 maintaining, briefing for everyone | 2-8 | 3-12 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop |
Outputdifferent | Situation Assessment, Decision Loop, Action Updates | RAID Log, Status Report Source | Assumption map, Test backlog, Risk ranking | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | DecisionChangeLearningStrategy | RiskTrackingStakeholdersGovernance | AssumptionsRiskExperimentsValidation | ChangeDecisionStrategy |