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| Criterion |  Product Strategy Lean Canvas |  Decision Making OODA Loop |  Systems Thinking Evaporating Cloud |  Decision Making Force Field Analysis |
|---|---|---|---|---|
Purposedifferent | When an early product bet still has too many open points, it brings target group, problem, and assumptions into a single view. It condenses the idea so core risks become nameable. | In dynamic situations, decisions become outdated faster than they can be prepared.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 method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | 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 | 60-120 min | 45-90 min |
Participantsdifferent | 1-6 | 1-8 | 2-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Lean Canvas, Core Assumptions, Experiment Backlog | Situation Assessment, Decision Loop, Action Updates | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | StartupLeanAssumptionsBusiness model | DecisionChangeLearningStrategy | Theory of ConstraintsAssumptionsSystems thinking | ChangeDecisionStrategy |