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| Criterion |  Systems Thinking Theory of Change |  Decision Making Force Field Analysis |  Decision Making OODA Loop |
|---|---|---|---|
Purposedifferent | Theory of Change translates a desired impact into a traceable chain of change. It makes assumptions, intermediate goals, and measurement points visible before a program is rolled out at scale. | 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. | In dynamic situations, decisions become outdated faster than they can be prepared.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. |
Complexitydifferent | High | Low | Medium |
Timedifferent | 2-6 h | 45-90 min | 15-60 min je Zyklus |
Participantsdifferent | 4-12 | 3-12 | 1-8 |
Formatdifferent | Workshop | Workshop | Workshop + async |
Outputdifferent | Theory of Change Map, Assumptions, Outcome Measures | Force Field Map, Change Levers, Risk Notes | Situation Assessment, Decision Loop, Action Updates |
Tags1 shared | ImpactOutcomesSystems thinkingStrategy | ChangeDecisionStrategy | DecisionChangeLearningStrategy |
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