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| Criterion |  Decision Making Pre-Mortem |  Decision Making OODA Loop |  Delivery Communication Plan |  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. | In dynamic situations, decisions become outdated faster than they can be prepared.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 many people need to be informed in parallel and messages would otherwise arrive unevenly or too late, a Communication Plan orders communication reliably. Channels, audiences, and cadences interlock so important information doesn't get lost. | 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 | Low | Low |
Timedifferent | 20–45 min | 15-60 min je Zyklus | 45-90 min | 45-90 min |
Participantsdifferent | Small cross-functional group | 1-8 | 2-6 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Situation Assessment, Decision Loop, Action Updates | Communication Plan, Channel Matrix, Message Cadence | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | RiskDecisionFailurePlanning | DecisionChangeLearningStrategy | CommunicationStakeholdersDeliveryPlanning | ChangeDecisionStrategy |