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| Criterion |  Decision Making OODA Loop |  Facilitation Alignment Mapping |  Operations Eat the Frog |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
Purposedifferent | In dynamic situations, decisions become outdated faster than they can be prepared.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. | 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. | The method protects energy and attention for the task that creates the largest progress and is often postponed. | 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. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 15-60 min je Zyklus | 1-2 h | 15-90 min daily | 60–90 min |
Participantsdifferent | 1-8 | 4-12 | 1 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop + async |
Outputdifferent | Situation Assessment, Decision Loop, Action Updates | Alignment Map, Open Issues, Decision Questions | Priority Task, Completion Note, Daily Focus | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | DecisionChangeLearningStrategy | AlignmentStakeholdersStrategyFacilitation | PrioritizationProductivityFocusExecution | StakeholdersAlignmentFacilitationChange |