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| Criterion |  Decision Making OODA Loop |  Systems Thinking VUCA Scan |  Business Strategy Three Horizons |  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Purposedifferent | In dynamic situations, decisions become outdated faster than they can be prepared.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. | The VUCA Scan helps read difficult situations more precisely. Instead of treating unclarity as generally complicated, the method separates fast change, missing knowledge, systemic entanglement, and ambiguous interpretation. | 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. | 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 | Low | Medium | Low |
Timedifferent | 15-60 min je Zyklus | 30-90 min | Halbtags-Workshop, dann iterativ | 45-90 min |
Participantsdifferent | 1-8 | 1-10 | 3-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Situation Assessment, Decision Loop, Action Updates | VUCA Map, Response Options, Signal and Learning Plan | Horizon map, Portfolio view, Initiatives per horizon, Resource plan | Force Field Map, Change Levers, Risk Notes |
Tags1 shared | DecisionChangeLearningStrategy | SensemakingUncertaintyComplexityStrategyForesight | StrategyInnovationPortfolioForesight | ChangeDecisionStrategy |