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| Criterion |  Decision Making OODA Loop |  Architecture Request for Comments |  Business Strategy Strategy Execution Loop |  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Purposedifferent | In dynamic situations, decisions become outdated faster than they can be prepared.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. | 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. | The Strategy Execution Loop helps avoid treating strategy as a one-off document. It makes visible how strategic decisions are turned into objectives, initiatives, operational work, measurement, and learning. | 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 | Medium | High | Low |
Timedifferent | 15-60 min je Zyklus | 1-3 Wochen vom Draft bis zur Entscheidung | Initial 3-6 h, then monthly or quarterly reviews | 45-90 min |
Participantsdifferent | 1-8 | 3-20 Reviewer | 5-12 | 3-12 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop |
Outputdifferent | Situation Assessment, Decision Loop, Action Updates | RFC document, Reviewer comments, Decision rationale, Follow-up ADR or tickets | Execution Loop, Review Cadence, Strategic Learning Log | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | DecisionChangeLearningStrategy | ArchitectureDecisionAsyncGovernance | ExecutionCadenceLearningGovernance | ChangeDecisionStrategy |