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| Criterion |  Agile Sprint Retrospective |  Decision Making OODA Loop |  Decision Making Delphi Method |  Decision Making Force Field Analysis |
|---|---|---|---|---|
Purposedifferent | When a sprint is over and friction shouldn't simply be carried forward, it opens the view onto collaboration and patterns. It creates space to see causes and changes together. | In dynamic situations, decisions become outdated faster than they can be prepared.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 knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | 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 | High | Low |
Timedifferent | Up to 3 hours for a one-month Sprint; shorter Sprints are usually shorter | 15-60 min je Zyklus | 1-4 Wochen | 45-90 min |
Participantsdifferent | Scrum Team | 1-8 | 6-30 Experten | 3-12 |
Formatdifferent | Workshop | Workshop + async | Async | Workshop |
Outputdifferent | Improvement actions, Team agreements | Situation Assessment, Decision Loop, Action Updates | Expert Forecast, Consensus Range, Assumption Notes | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | RetrospectiveImprovementLearning | DecisionChangeLearningStrategy | ForecastingExpertsDecisionStrategy | ChangeDecisionStrategy |