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| Criterion |  Operations Kepner-Tregoe |  Facilitation Stakeholder Mapping |  Facilitation Alignment Mapping |  Decision Making OODA Loop |
|---|---|---|---|---|
Purposedifferent | 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. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | In dynamic situations, decisions become outdated faster than they can be prepared.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 | High | Low | Medium | Medium |
Timedifferent | 2-8 h | 60–90 min | 1-2 h | 15-60 min je Zyklus |
Participantsdifferent | 2-8 | 2-8 | 4-12 | 1-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Problem Analysis, Decision Analysis, Risk Plan | Stakeholder Map, Engagement Plan, Risk Notes | Alignment Map, Open Issues, Decision Questions | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | Problem solvingRoot causeDecisionOperations | StakeholdersAlignmentFacilitationChange | AlignmentStakeholdersStrategyFacilitation | DecisionChangeLearningStrategy |