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| Criterion |  Decision Making OODA Loop |  Systems Thinking System Dynamics Simulation |  Decision Making Force Field Analysis |  Systems Thinking Wardley 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Purposedifferent | In dynamic situations, decisions become outdated faster than they can be prepared.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. | System Dynamics Simulation makes assumptions about time, delay, and feedback testable through experiments. It draws relationships, patterns, and feedback loops. The result is captured as a simulation model and scenario reports. | 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. | Wardley Mapping makes visible where an offering stands today and where it can evolve. The method connects user need, value chain, and evolution stages into a strategic basis for platform, build, or buy decisions. |
Complexitydifferent | Medium | High | Low | Medium |
Timedifferent | 15-60 min je Zyklus | Mehrere Tage bis Wochen | 45-90 min | 1-3 h |
Participantsdifferent | 1-8 | 1-5 Modellierende, Stakeholder asynchron | 3-12 | 2-10 |
Formatdifferent | Workshop + async | Async | Workshop | Workshop + async |
Outputdifferent | Situation Assessment, Decision Loop, Action Updates | Simulation Model, Scenario Reports | Force Field Map, Change Levers, Risk Notes | Wardley Map, Strategic Options, Evolution Notes |
Tagsno overlap | DecisionChangeLearningStrategy | Systems thinkingDynamicsSimulationAnalysis | ChangeDecisionStrategy | StrategySystems thinkingDynamics |