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| Criterion |  Agile Planning Poker |  Decision Making Force Field Analysis |  Agile 4Ls Retrospective |  Decision Making OODA Loop |
|---|---|---|---|---|
Purposedifferent | When estimates within the team diverge too much, it puts differing expectations on a common test bench. It separates rough complexity from unspoken assumptions. | 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. | In dynamic situations, decisions become outdated faster than they can be prepared.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. |
Complexitydifferent | Low | Low | Low | Medium |
Timedifferent | 2-5 min je Item | 45-90 min | 45–75 min | 15-60 min je Zyklus |
Participantsdifferent | 3-9 | 3-12 | Team members involved | 1-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Relative Estimates, Assumption Notes, Split Candidates | Force Field Map, Change Levers, Risk Notes | 4Ls Board, Learning Themes, Improvement Actions | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | EstimationAgileRelative sizingTeam | ChangeDecisionStrategy | RetrospectiveLearningReflectionTeam | DecisionChangeLearningStrategy |