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| Criterion |  Business Strategy Blue Ocean Strategy Canvas |  Decision Making Assumption Surfacing |  Decision Making OODA Loop |  Decision Making Force Field Analysis |
|---|---|---|---|---|
Purposedifferent | The Blue Ocean Strategy Canvas shows how an offering is positioned relative to the market. Differentiation thereby becomes tangible in value factors instead of merely being claimed. | 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 | In dynamic situations, decisions become outdated faster than they can be prepared.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. | 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 | Medium | Low | Medium | Low |
Timedifferent | 2-4 h | 45-90 min | 15-60 min je Zyklus | 45-90 min |
Participantsdifferent | 3-10 | 2-8 | 1-8 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Strategy Canvas, Value Curve, ERRC Actions | Assumption List, Critical Assumptions, Learning Plan | Situation Assessment, Decision Loop, Action Updates | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | StrategyPositioningInnovationValue | AssumptionsRiskDecisionDiscovery | DecisionChangeLearningStrategy | ChangeDecisionStrategy |