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| Criterion |  Decision Making Radar |  Knowledge Modeling IBIS |  Decision Making OODA Loop |  Decision Making Force Field Analysis |
|---|---|---|---|---|
Purposedifferent | When capabilities, maturity levels, or market positions need to be compared across several dimensions, overview is easily lost. Radar brings different characteristics into a shared picture and shows patterns faster than tables do. | IBIS structures thinking about complex questions as a sequence of issues, ideas, and arguments. The method keeps discussions open without forcing them into premature consensus. | In dynamic situations, decisions become outdated faster than they can be prepared.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 | Medium | Medium | Medium | Low |
Timedifferent | 1-2 h | 1-3 h | 15-60 min je Zyklus | 45-90 min |
Participantsdifferent | 2-10 | 2-8 | 1-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Issue Map, Positions, Argument Notes | Situation Assessment, Decision Loop, Action Updates | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | AssessmentPortfolioCapability | RationaleKnowledgeDecision | DecisionChangeLearningStrategy | ChangeDecisionStrategy |