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| Criterion |  Product Strategy Impact Mapping |  Decision Making OODA Loop |  Decision Making Decision Tree |  Decision Making Force Field Analysis |
|---|---|---|---|---|
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. | In dynamic situations, decisions become outdated faster than they can be prepared.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. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 45-90 min | 15-60 min je Zyklus | 30-90 min | 45-90 min |
Participantsdifferent | 3-8 | 1-8 | 1-6 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | Situation Assessment, Decision Loop, Action Updates | Decision Tree, Option Map, Assumption List | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | OutcomesStrategyBehaviorPlanning | DecisionChangeLearningStrategy | DecisionTreeOptions | ChangeDecisionStrategy |