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| Criterion |  Operations ABC Analysis |  Decision Making Force Field Analysis |  Business Strategy Business Model Canvas |  Decision Making OODA Loop |
|---|---|---|---|---|
Purposedifferent | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | 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. | The Business Model Canvas condenses a business model to its key building blocks and assumptions. It makes variants quickly comparable and reveals gaps before validation or implementation begins. | In dynamic situations, decisions become outdated faster than they can be prepared.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 | Medium | Medium |
Timedifferent | 30-60 min | 45-90 min | 1-2 h | 15-60 min je Zyklus |
Participantsdifferent | 1-5 | 3-12 | 2-8 | 1-8 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | ABC Classification, Focus Rules, Control List | Force Field Map, Change Levers, Risk Notes | Business Model Canvas, Assumption List, Business Hypotheses | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | PrioritizationOperationsPortfolio | ChangeDecisionStrategy | Business modelStrategyValueInnovation | DecisionChangeLearningStrategy |