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| Criterion |  Business Strategy GAP Analysis |  Decision Making OODA Loop |  Decision Making Force Field Analysis |  Product Strategy Impact Mapping |
|---|---|---|---|---|
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. | In dynamic situations, decisions become outdated faster than they can be prepared.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. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | 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. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 1-3 h | 15-60 min je Zyklus | 45-90 min | 45-90 min |
Participantsdifferent | 2-8 | 1-8 | 3-12 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Situation Assessment, Decision Loop, Action Updates | Force Field Map, Change Levers, Risk Notes | Impact Map, Outcome Hypotheses, Delivery Options |
Tags1 shared | StrategyAnalysisPlanning | DecisionChangeLearningStrategy | ChangeDecisionStrategy | OutcomesStrategyBehaviorPlanning |