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| Criterion |  Business Strategy Scenario Planning |  Decision Making OODA Loop |  Decision Making Pre-Mortem |  Decision Making Force Field Analysis |
|---|---|---|---|---|
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 | In dynamic situations, decisions become outdated faster than they can be prepared.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 early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. | 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 | High | Medium | Low | Low |
Timedifferent | 0.5-2 Tage | 15-60 min je Zyklus | 20–45 min | 45-90 min |
Participantsdifferent | 4-12 | 1-8 | Small cross-functional group | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Scenario Set, Strategic Implications, Robust Options | Situation Assessment, Decision Loop, Action Updates | Risk list, Mitigation plan, Assumption log | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | StrategyUncertaintyPlanning | DecisionChangeLearningStrategy | RiskDecisionFailurePlanning | ChangeDecisionStrategy |