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| Criterion |  Business Strategy Scenario Planning |  Decision Making Force Field Analysis |  Decision Making Decision Tree |  Decision Making OODA Loop |
|---|---|---|---|---|
Purposedifferent | Scenario Planning opens the view to several plausible futures instead of a single forecast. The method protects strategies from depending on too narrow an expected path. | 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. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | In dynamic situations, decisions become outdated faster than they can be prepared.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 | High | Low | Medium | Medium |
Timedifferent | 0.5-2 Tage | 45-90 min | 30-90 min | 15-60 min je Zyklus |
Participantsdifferent | 4-12 | 3-12 | 1-6 | 1-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Scenario Set, Strategic Implications, Robust Options | Force Field Map, Change Levers, Risk Notes | Decision Tree, Option Map, Assumption List | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | StrategyUncertaintyPlanning | ChangeDecisionStrategy | DecisionTreeOptions | DecisionChangeLearningStrategy |