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| Criterion |  Innovation Worst Possible Idea |  Decision Making Force Field Analysis |  Decision Making Delphi Method |  Decision Making OODA Loop |
|---|---|---|---|---|
Purposedifferent | For a seemingly familiar problem with paralyzing seriousness, the method dissolves pressure and fear of judgment. It deliberately makes failure pictures extreme, so hidden assumptions become visible faster. This clarifies what a workable path should avoid. | 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. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | In dynamic situations, decisions become outdated faster than they can be prepared.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 | Low | Low | High | Medium |
Timedifferent | 20-45 min | 45-90 min | 1-4 Wochen | 15-60 min je Zyklus |
Participantsdifferent | 3-12 | 3-12 | 6-30 Experten | 1-8 |
Formatdifferent | Workshop | Workshop | Async | Workshop + async |
Outputdifferent | Bad Idea List, Reframed Concepts, Idea Shortlist | Force Field Map, Change Levers, Risk Notes | Expert Forecast, Consensus Range, Assumption Notes | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | IdeationCreativityDivergence | ChangeDecisionStrategy | ForecastingExpertsDecisionStrategy | DecisionChangeLearningStrategy |