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| Criterion |  Innovation Double Diamond |  Decision Making OODA Loop |  Facilitation Power Interest Grid |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
Purposedifferent | For complex problems with a fuzzy situation, the method cleanly separates search space and decision. It first creates breadth in understanding and then focus in elaboration. This brings open questions, problem definition, and solution path into a traceable movement. | In dynamic situations, decisions become outdated faster than they can be prepared.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 many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. | 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. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | Wochen bis Monate | 15-60 min je Zyklus | 30-60 min | 60–90 min |
Participantsdifferent | 3-12 | 1-8 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | Situation Assessment, Decision Loop, Action Updates | Power Interest Grid, Strategy per Stakeholder | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | ProcessDivergenceInnovation | DecisionChangeLearningStrategy | StakeholdersFacilitationAlignmentPlanning | StakeholdersAlignmentFacilitationChange |