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| Criterion |  Decision Making Assumption Surfacing |  Business Strategy Strategy Execution Loop |  Decision Making OODA Loop |  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. | The Strategy Execution Loop helps avoid treating strategy as a one-off document. It makes visible how strategic decisions are turned into objectives, initiatives, operational work, measurement, and learning. | In dynamic situations, decisions become outdated faster than they can be prepared.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 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 | High | Medium | Low |
Timedifferent | 45-90 min | Initial 3-6 h, then monthly or quarterly reviews | 15-60 min je Zyklus | 45-90 min |
Participantsdifferent | 2-8 | 5-12 | 1-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Assumption List, Critical Assumptions, Learning Plan | Execution Loop, Review Cadence, Strategic Learning Log | Situation Assessment, Decision Loop, Action Updates | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | AssumptionsRiskDecisionDiscovery | ExecutionCadenceLearningGovernance | DecisionChangeLearningStrategy | ChangeDecisionStrategy |