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| Criterion |  Systems Thinking Systems Mapping |  Decision Making OODA Loop |  Operations Causal Factor Analysis |  Decision Making Force Field Analysis |
|---|---|---|---|---|
Purposedifferent | Systems Mapping arranges elements, relationships, and boundaries so a complex field becomes legible at a glance. The overview stabilizes the overall picture before detail work or steering begins. | In dynamic situations, decisions become outdated faster than they can be prepared.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. | For an event with a complicated course, the method breaks down the contributing factors along the timeline. It shows how conditions, decisions, and reactions together produce a course of events. | 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 | Medium | Medium | High | Low |
Timedifferent | 1-3 h | 15-60 min je Zyklus | 2-6 h | 45-90 min |
Participantsdifferent | 3-12 | 1-8 | 3-10 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | System Map, Dependencies, Leverage Points | Situation Assessment, Decision Loop, Action Updates | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | Systems thinkingMappingBoundariesChange | DecisionChangeLearningStrategy | CausalityIncidentRoot causeTimeline | ChangeDecisionStrategy |