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| Criterion |  Operations Visual Management |  Decision Making OODA Loop |  Decision Making Decision Rights Mapping |  Decision Making Force Field Analysis |
|---|---|---|---|---|
Purposedifferent | With high tempo and many parallel topics, the method makes status, deviations, and priorities visible at a glance. It reduces search effort and prevents what matters from getting lost in daily work. | In dynamic situations, decisions become outdated faster than they can be prepared.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. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | 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 | Ongoing | 15-60 min je Zyklus | 90-180 min | 45-90 min |
Participantsdifferent | 1-20 | 1-8 | 4-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Situation Assessment, Decision Loop, Action Updates | Decision Rights Matrix, Agreement | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | SignalsOperationsVisual management | DecisionChangeLearningStrategy | DecisionGovernanceAlignmentResponsibility | ChangeDecisionStrategy |