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| Criterion |  Knowledge Modeling Teach-back |  Decision Making OODA Loop |  Knowledge Modeling IBIS |  Decision Making Force Field Analysis |
|---|---|---|---|---|
Purposedifferent | Teach-back checks whether an explanation actually got through to the other person. The method makes misunderstandings visible early and strengthens shared understanding in advisory and learning situations. | In dynamic situations, decisions become outdated faster than they can be prepared.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. | IBIS structures thinking about complex questions as a sequence of issues, ideas, and arguments. The method keeps discussions open without forcing them into premature consensus. | 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 | Medium | Low |
Timedifferent | 5-20 min | 15-60 min je Zyklus | 1-3 h | 45-90 min |
Participantsdifferent | 2-8 | 1-8 | 2-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Understanding Check, Clarification Notes, Learning Gaps | Situation Assessment, Decision Loop, Action Updates | Issue Map, Positions, Argument Notes | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | LearningUnderstandingCommunication | DecisionChangeLearningStrategy | RationaleKnowledgeDecision | ChangeDecisionStrategy |