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| Criterion |  Operations Change Analysis |  Facilitation Stakeholder Mapping |  Decision Making OODA Loop |  Facilitation Alignment Mapping |
|---|---|---|---|---|
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. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters 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 | In dynamic situations, decisions become outdated faster than they can be prepared.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. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 45-120 min | 60–90 min | 15-60 min je Zyklus | 1-2 h |
Participantsdifferent | 2-6 | 2-8 | 1-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Stakeholder Map, Engagement Plan, Risk Notes | Situation Assessment, Decision Loop, Action Updates | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | StakeholdersAlignmentFacilitationChange | DecisionChangeLearningStrategy | AlignmentStakeholdersStrategyFacilitation |