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| Criterion |  Product Strategy Impact Mapping |  Decision Making OODA Loop |  Systems Thinking VUCA Scan |  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 | In dynamic situations, decisions become outdated faster than they can be prepared.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. | The VUCA Scan helps read difficult situations more precisely. Instead of treating unclarity as generally complicated, the method separates fast change, missing knowledge, systemic entanglement, and ambiguous interpretation. | 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 | Low | Low |
Timedifferent | 45-90 min | 15-60 min je Zyklus | 30-90 min | 45-90 min |
Participantsdifferent | 3-8 | 1-8 | 1-10 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | Situation Assessment, Decision Loop, Action Updates | VUCA Map, Response Options, Signal and Learning Plan | Force Field Map, Change Levers, Risk Notes |
Tags1 shared | OutcomesStrategyBehaviorPlanning | DecisionChangeLearningStrategy | SensemakingUncertaintyComplexityStrategyForesight | ChangeDecisionStrategy |