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| Criterion |  Innovation Reverse Brainstorming |  Decision Making OODA Loop |  Innovation Brainstorming |  Decision Making Force Field Analysis |
|---|---|---|---|---|
Purposedifferent | For persistent errors or blockages, the method shifts the view to the opposite of the desired effect. It exposes the mechanics of failure and makes hidden causes easier to grasp. This makes improvement more concrete and the problem clearer. | In dynamic situations, decisions become outdated faster than they can be prepared.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 a team faces an open question with many obvious directions, the method first creates breadth instead of premature commitment. It separates idea flow from evaluation and makes lines of thought visible, creating a pool for selection and further development. | 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 | 30-60 min | 15-60 min je Zyklus | 30-60 min | 45-90 min |
Participantsdifferent | 3-12 | 1-8 | 4-12 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Reverse Ideas, Risk Themes, Solution Ideas | Situation Assessment, Decision Loop, Action Updates | Idea pool, Theme clusters, Shortlist | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | BrainstormingIdeationCreativityRisk | DecisionChangeLearningStrategy | BrainstormingIdeationCreativityWorkshopDivergence | ChangeDecisionStrategy |