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| Criterion |  Systems Thinking Polarity Mapping |  Decision Making Decision Matrix |  Decision Making OODA Loop |  Decision Making Delphi Method |
|---|---|---|---|---|
Purposedifferent | Polarity Mapping makes tensions between two opposing poles tangible, such as standardization and adaptation or control and autonomy. The method guards against making apparent either-or decisions prematurely. | When several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. | In dynamic situations, decisions become outdated faster than they can be prepared.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. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | 1-2 h | 45-90 min | 15-60 min je Zyklus | 1-4 Wochen |
Participantsdifferent | 3-12 | 2-8 | 1-8 | 6-30 Experten |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Async |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Decision Matrix, Scoring Rationale, Selected Option | Situation Assessment, Decision Loop, Action Updates | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | Systems thinkingTradeoffsLeadership | DecisionCriteriaScoringTradeoffs | DecisionChangeLearningStrategy | ForecastingExpertsDecisionStrategy |