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| Criterion |  Decision Making Pre-Mortem |  Decision Making Argument Mapping |  Decision Making OODA Loop |  Decision Making Force Field Analysis |
|---|---|---|---|---|
Purposedifferent | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. | When statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests on. | In dynamic situations, decisions become outdated faster than they can be prepared.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. | 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 | Medium | Low |
Timedifferent | 20–45 min | 1-3 h | 15-60 min je Zyklus | 45-90 min |
Participantsdifferent | Small cross-functional group | 1-8 | 1-8 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Argument Map, Evidence Gaps, Decision Rationale | Situation Assessment, Decision Loop, Action Updates | Force Field Map, Change Levers, Risk Notes |
Tags1 shared | RiskDecisionFailurePlanning | SensemakingDecisionRationale | DecisionChangeLearningStrategy | ChangeDecisionStrategy |