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| Criterion |  Decision Making Decision Tree |  Decision Making OODA Loop |  Business Strategy GAP Analysis |  Business Strategy TOWS Matrix |
|---|---|---|---|---|
Purposedifferent | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | In dynamic situations, decisions become outdated faster than they can be prepared.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. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | The TOWS Matrix connects internal strengths and weaknesses with external opportunities and threats into action-oriented strategies. It goes a step further than a pure stocktaking. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 30-90 min | 15-60 min je Zyklus | 1-3 h | 1-2 h |
Participantsdifferent | 1-6 | 1-8 | 2-8 | 3-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Decision Tree, Option Map, Assumption List | Situation Assessment, Decision Loop, Action Updates | Gap Matrix, Action Plan, Risk Notes | TOWS Matrix, Strategic Options, Priority Actions |
Tagsno overlap | DecisionTreeOptions | DecisionChangeLearningStrategy | StrategyAnalysisPlanning | StrategyAnalysisOptions |