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| Criterion |  Product Strategy Impact Mapping |  Operations Change Analysis |  Operations Kepner-Tregoe |  Decision Making OODA Loop |
|---|---|---|---|---|
Purposedifferent | 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. | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | In dynamic situations, decisions become outdated faster than they can be prepared.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. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | 45-90 min | 45-120 min | 2-8 h | 15-60 min je Zyklus |
Participantsdifferent | 3-8 | 2-6 | 2-8 | 1-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Problem Analysis, Decision Analysis, Risk Plan | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | OutcomesStrategyBehaviorPlanning | ChangeRoot causeTroubleshootingComparison | Problem solvingRoot causeDecisionOperations | DecisionChangeLearningStrategy |