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| Criterion |  Decision Making OODA Loop |  Team Design Team Topologies Interaction Modes |  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Purposedifferent | In dynamic situations, decisions become outdated faster than they can be prepared.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 several teams collaborate repeatedly, it describes the right interaction mode for each interface between them. It clarifies responsibility, interaction, and load between teams. The result is captured as an interaction heat map and pairwise agreements. | 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 | Medium | Low | Low |
Timedifferent | 15-60 min je Zyklus | Half day | 45-90 min | 45–75 min |
Participantsdifferent | 1-8 | Team-Leads plus Architecture | 3-12 | Team members involved |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Situation Assessment, Decision Loop, Action Updates | Interaction Heat Map, Agreements per Pair | Force Field Map, Change Levers, Risk Notes | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | DecisionChangeLearningStrategy | TeamAlignmentCollaborationOrganization | ChangeDecisionStrategy | RetrospectiveLearningReflectionTeam |