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| Criterion |  Business Strategy GAP Analysis |  Decision Making OODA Loop |  Architecture Request for Comments |  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. | In dynamic situations, decisions become outdated faster than they can be prepared.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. | An RFC clarifies architecture context, options, and consequences. It structures technical context, alternatives, tradeoffs, open questions, and review feedback, and captures the result as an RFC document, reviewer comments, and a decision rationale. | 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 | 15-60 min je Zyklus | 1-3 Wochen vom Draft bis zur Entscheidung | 30-90 min |
Participantsdifferent | 2-8 | 1-8 | 3-20 Reviewer | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop + async |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Situation Assessment, Decision Loop, Action Updates | RFC document, Reviewer comments, Decision rationale, Follow-up ADR or tickets | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | StrategyAnalysisPlanning | DecisionChangeLearningStrategy | ArchitectureDecisionAsyncGovernance | ConstraintsDecisionPlanningOptions |