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| Criterion |  Decision Making OODA Loop |  Architecture Request for Comments |  Decision Making Force Field Analysis |  Decision Making Decision Rights Mapping |
|---|---|---|---|---|
Purposedifferent | In dynamic situations, decisions become outdated faster than they can be prepared.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. | An RFC clarifies architecture context, options, and consequences. It structures technical context, alternatives, tradeoffs, open questions, and review feedback, and captures the result as an RFC document, reviewer comments, and a decision rationale. | 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. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 15-60 min je Zyklus | 1-3 Wochen vom Draft bis zur Entscheidung | 45-90 min | 90-180 min |
Participantsdifferent | 1-8 | 3-20 Reviewer | 3-12 | 4-12 |
Formatdifferent | Workshop + async | Async | Workshop | Workshop |
Outputdifferent | Situation Assessment, Decision Loop, Action Updates | RFC document, Reviewer comments, Decision rationale, Follow-up ADR or tickets | Force Field Map, Change Levers, Risk Notes | Decision Rights Matrix, Agreement |
Tags1 shared | DecisionChangeLearningStrategy | ArchitectureDecisionAsyncGovernance | ChangeDecisionStrategy | DecisionGovernanceAlignmentResponsibility |