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| Criterion |  Product Strategy Impact Mapping |  Decision Making OODA Loop |  Systems Thinking Theory of Change |  Decision Making Constraint 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 | In dynamic situations, decisions become outdated faster than they can be prepared.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. | Theory of Change translates a desired impact into a traceable chain of change. It makes assumptions, intermediate goals, and measurement points visible before a program is rolled out at scale. | 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 | High | Low |
Timedifferent | 45-90 min | 15-60 min je Zyklus | 2-6 h | 30-90 min |
Participantsdifferent | 3-8 | 1-8 | 4-12 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | Situation Assessment, Decision Loop, Action Updates | Theory of Change Map, Assumptions, Outcome Measures | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | OutcomesStrategyBehaviorPlanning | DecisionChangeLearningStrategy | ImpactOutcomesSystems thinkingStrategy | ConstraintsDecisionPlanningOptions |