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| Criterion |  Innovation Rolestorming |  Decision Making OODA Loop |  Innovation Design Charrette |  Decision Making Force Field Analysis |
|---|---|---|---|---|
Purposedifferent | When a search for ideas stalls, switching roles helps people step outside their own perspective and activate new logics of action. The method reduces habit because contributions arise from a different stance. This brings unfamiliar, often fitting solution approaches into play. | In dynamic situations, decisions become outdated faster than they can be prepared.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 a tightly timed design process with many participants, the method pools several lines of thinking in a short time. It brings parallel design energy without letting the discussion tip into endless coordination. This quickly produces solid directions for architecture or space. | 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 | Medium | Low |
Timedifferent | 30-60 min | 15-60 min je Zyklus | Halber Tag bis mehrere Tage | 45-90 min |
Participantsdifferent | 3-12 | 1-8 | 10-50 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Rollenkarten, Ideenpool pro Rolle, Konsolidierte Shortlist | Situation Assessment, Decision Loop, Action Updates | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | BrainstormingIdeationCreativity | DecisionChangeLearningStrategy | BrainstormingWorkshopCollaborationIdeation | ChangeDecisionStrategy |