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| Criterion |  Knowledge Modeling Feynman Technique |  Product Strategy Impact Mapping |  Decision Making OODA Loop |  Decision Making Constraint Analysis |
|---|---|---|---|---|
Purposedifferent | The Feynman Technique checks understanding by explaining a topic so that it stays easy for others to understand. It makes knowledge gaps visible before they become costly in everyday work. | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | In dynamic situations, decisions become outdated faster than they can be prepared.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 an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 20-60 min | 45-90 min | 15-60 min je Zyklus | 30-90 min |
Participantsdifferent | 1 | 3-8 | 1-8 | 2-8 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Plain-language Explanation, Knowledge Gaps, Study Notes | Impact Map, Outcome Hypotheses, Delivery Options | Situation Assessment, Decision Loop, Action Updates | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | LearningKnowledgeUnderstanding | OutcomesStrategyBehaviorPlanning | DecisionChangeLearningStrategy | ConstraintsDecisionPlanningOptions |