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| Criterion |  Decision Making OODA Loop |  Business Strategy Three Horizons |  Systems Thinking Leverage Points |  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Purposedifferent | In dynamic situations, decisions become outdated faster than they can be prepared.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. | Three Horizons helps clarify strategic options across different timeframes. It compares strengths, risks, market logic, and investment choices, and captures the result as a horizon map, portfolio view, and initiatives per horizon. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | 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 | Halbtags-Workshop, dann iterativ | Half day | 45-90 min |
Participantsdifferent | 1-8 | 3-12 | 3-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Situation Assessment, Decision Loop, Action Updates | Horizon map, Portfolio view, Initiatives per horizon, Resource plan | Leverage Map, Action Strategy | Force Field Map, Change Levers, Risk Notes |
Tags1 shared | DecisionChangeLearningStrategy | StrategyInnovationPortfolioForesight | Systems thinkingChangeStrategy | ChangeDecisionStrategy |