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| Criterion |  Decision Making RAPID |  Systems Thinking Future Reality Tree |  Decision Making Force Field Analysis |  Decision Making OODA Loop |
|---|---|---|---|---|
Purposedifferent | In complex management decisions, clarity is often missing about who recommends, who agrees, and who makes the decision. RAPID creates this assignment and stabilizes decisions across several levels. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | 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. | In dynamic situations, decisions become outdated faster than they can be prepared.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 | Medium | High | Low | Medium |
Timedifferent | 45-90 min | 2-4 h | 45-90 min | 15-60 min je Zyklus |
Participantsdifferent | 3-12 | 3-8 | 3-12 | 1-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | RAPID Role Map, Recommendation, Decision Log | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Force Field Map, Change Levers, Risk Notes | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | DecisionRolesGovernance | Theory of ConstraintsSystems thinkingChange | ChangeDecisionStrategy | DecisionChangeLearningStrategy |