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| Criterion |  Operations Change Analysis |  Decision Making OODA Loop |  Business Strategy Value Chain Analysis |  Decision Making Force Field Analysis |
|---|---|---|---|---|
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. | In dynamic situations, decisions become outdated faster than they can be prepared.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 | Medium | Medium | High | Low |
Timedifferent | 45-120 min | 15-60 min je Zyklus | Half day | 45-90 min |
Participantsdifferent | 2-6 | 1-8 | 3-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Situation Assessment, Decision Loop, Action Updates | Value Chain Map, Lever List | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | DecisionChangeLearningStrategy | StrategyBusiness modelDiagnosisAnalysis | ChangeDecisionStrategy |