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| Criterion |  Business Strategy GAP Analysis |  Decision Making Decision Matrix |  Decision Making OODA Loop |  Decision Making Constraint Analysis |
|---|---|---|---|---|
Purposedifferent | 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. | When several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. | In dynamic situations, decisions become outdated faster than they can be prepared.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 | Medium | Medium | Medium | Low |
Timedifferent | 1-3 h | 45-90 min | 15-60 min je Zyklus | 30-90 min |
Participantsdifferent | 2-8 | 2-8 | 1-8 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Decision Matrix, Scoring Rationale, Selected Option | Situation Assessment, Decision Loop, Action Updates | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | StrategyAnalysisPlanning | DecisionCriteriaScoringTradeoffs | DecisionChangeLearningStrategy | ConstraintsDecisionPlanningOptions |