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| Criterion |  Operations Change Analysis |  Decision Making Assumption Surfacing |  Business Strategy Value Chain Analysis |  Decision Making OODA Loop |
|---|---|---|---|---|
Purposedifferent | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | 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. | 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 | In dynamic situations, decisions become outdated faster than they can be prepared.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 | High | Medium |
Timedifferent | 45-120 min | 45-90 min | Half day | 15-60 min je Zyklus |
Participantsdifferent | 2-6 | 2-8 | 3-8 | 1-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Assumption List, Critical Assumptions, Learning Plan | Value Chain Map, Lever List | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | AssumptionsRiskDecisionDiscovery | StrategyBusiness modelDiagnosisAnalysis | DecisionChangeLearningStrategy |