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| Criterion |  Agile WSJF |  Decision Making OODA Loop |  Decision Making Assumption Surfacing |  Decision Making Force Field Analysis |
|---|---|---|---|---|
Purposedifferent | When many tasks compete for the same capacity, it orders work by economic impact. It makes time lost, benefit, and effort comparable 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 | In dynamic situations, decisions become outdated faster than they can be prepared.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. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | 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 | High | Medium | Low | Low |
Timedifferent | 45-90 min | 15-60 min je Zyklus | 45-90 min | 45-90 min |
Participantsdifferent | 3-10 | 1-8 | 2-8 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Ranked Backlog, Cost-of-Delay Assumptions | Situation Assessment, Decision Loop, Action Updates | Assumption List, Critical Assumptions, Learning Plan | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | LeanEconomicsSequencePrioritization | DecisionChangeLearningStrategy | AssumptionsRiskDecisionDiscovery | ChangeDecisionStrategy |