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| Criterion |  Decision Making Risk Matrix |  Decision Making Force Field Analysis |  Facilitation Power Interest Grid |  Decision Making OODA Loop |
|---|---|---|---|---|
Purposedifferent | When a project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk List. | 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. | When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. | In dynamic situations, decisions become outdated faster than they can be prepared.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 | Low | Low | Low | Medium |
Timedifferent | 30-60 min | 45-90 min | 30-60 min | 15-60 min je Zyklus |
Participantsdifferent | 3-10 | 3-12 | 2-8 | 1-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Risk Matrix, Top Risk List | Force Field Map, Change Levers, Risk Notes | Power Interest Grid, Strategy per Stakeholder | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | RiskDecisionPrioritizationAssessment | ChangeDecisionStrategy | StakeholdersFacilitationAlignmentPlanning | DecisionChangeLearningStrategy |