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| Criterion |  Facilitation Timeline |  Decision Making OODA Loop |  Facilitation Power Interest Grid |  Decision Making Force Field Analysis |
|---|---|---|---|---|
Purposedifferent | When a project, incident, or change process is only remembered in fragments, Timeline brings the sequence back into a readable form. It makes turning points, precursors, and after-effects recognizable over the course of time. | In dynamic situations, decisions become outdated faster than they can be prepared.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 many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. | 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 | Low | Low |
Timedifferent | 30-90 min | 15-60 min je Zyklus | 30-60 min | 45-90 min |
Participantsdifferent | 2-12 | 1-8 | 2-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Timeline, Milestones, Insight Notes | Situation Assessment, Decision Loop, Action Updates | Power Interest Grid, Strategy per Stakeholder | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | TimelineFacilitationSequence | DecisionChangeLearningStrategy | StakeholdersFacilitationAlignmentPlanning | ChangeDecisionStrategy |