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| Criterion |  Business Strategy Blue Ocean Strategy Canvas |  Decision Making Force Field Analysis |  Product Discovery Assumption Mapping |  Decision Making OODA Loop |
|---|---|---|---|---|
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. | 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. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | In dynamic situations, decisions become outdated faster than they can be prepared.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 | Medium | Low | Medium | Medium |
Timedifferent | 2-4 h | 45-90 min | 45-60 min | 15-60 min je Zyklus |
Participantsdifferent | 3-10 | 3-12 | 2-8 | 1-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Strategy Canvas, Value Curve, ERRC Actions | Force Field Map, Change Levers, Risk Notes | Assumption map, Test backlog, Risk ranking | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | StrategyPositioningInnovationValue | ChangeDecisionStrategy | AssumptionsRiskExperimentsValidation | DecisionChangeLearningStrategy |