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| Criterion |  Systems Thinking Systems Mapping |  Decision Making OODA Loop |  Systems Thinking Current Reality Tree |  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 | In dynamic situations, decisions become outdated faster than they can be prepared.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. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. | 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 | 3-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | System Map, Dependencies, Leverage Points | Situation Assessment, Decision Loop, Action Updates | Current Reality Tree, Core Problems, Intervention Ideas | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | Systems thinkingMappingBoundariesChange | DecisionChangeLearningStrategy | Systems thinkingRoot causeConstraintsCausality | ChangeDecisionStrategy |