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| Criterion |  Decision Making Decision Rights Mapping |  Decision Making OODA Loop |  Business Strategy Strategy Execution Loop |
|---|---|---|---|
Purposedifferent | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | In dynamic situations, decisions become outdated faster than they can be prepared.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. | The Strategy Execution Loop helps avoid treating strategy as a one-off document. It makes visible how strategic decisions are turned into objectives, initiatives, operational work, measurement, and learning. |
Complexitydifferent | Medium | Medium | High |
Timedifferent | 90-180 min | 15-60 min je Zyklus | Initial 3-6 h, then monthly or quarterly reviews |
Participantsdifferent | 4-12 | 1-8 | 5-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Decision Rights Matrix, Agreement | Situation Assessment, Decision Loop, Action Updates | Execution Loop, Review Cadence, Strategic Learning Log |
Tagsno overlap | DecisionGovernanceAlignmentResponsibility | DecisionChangeLearningStrategy | ExecutionCadenceLearningGovernance |
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