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| Criterion |  Decision Making Pareto Analysis |  Decision Making OODA Loop |  Decision Making Delphi Method |  Decision Making Force Field Analysis |
|---|---|---|---|---|
Purposedifferent | In many problem situations, effect is distributed unequally across many causes. A Pareto Analysis separates the few drivers with high leverage from the long remainder and focuses attention on what measurably moves the needle. | In dynamic situations, decisions become outdated faster than they can be prepared.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 knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | 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 | Low | Medium | High | Low |
Timedifferent | 30-60 min | 15-60 min je Zyklus | 1-4 Wochen | 45-90 min |
Participantsdifferent | 1-6 | 1-8 | 6-30 Experten | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop |
Outputdifferent | Pareto Chart, Top Causes, Focus List | Situation Assessment, Decision Loop, Action Updates | Expert Forecast, Consensus Range, Assumption Notes | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | PrioritizationQualityFocusRoot cause | DecisionChangeLearningStrategy | ForecastingExpertsDecisionStrategy | ChangeDecisionStrategy |