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| Criterion |  Decision Making Assumption Surfacing |  Decision Making OODA Loop |  Business Strategy Value Chain Analysis |  Decision Making Force Field Analysis |
|---|---|---|---|---|
Purposedifferent | 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 | In dynamic situations, decisions become outdated faster than they can be prepared.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. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. | 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 | High | Low |
Timedifferent | 45-90 min | 15-60 min je Zyklus | Half day | 45-90 min |
Participantsdifferent | 2-8 | 1-8 | 3-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Assumption List, Critical Assumptions, Learning Plan | Situation Assessment, Decision Loop, Action Updates | Value Chain Map, Lever List | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | AssumptionsRiskDecisionDiscovery | DecisionChangeLearningStrategy | StrategyBusiness modelDiagnosisAnalysis | ChangeDecisionStrategy |