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| Criterion |  Decision Making OODA Loop |  Decision Making Assumption Surfacing |  Business Strategy Blue Ocean Strategy Canvas |  Business Strategy Business Model Canvas |
|---|---|---|---|---|
Purposedifferent | In dynamic situations, decisions become outdated faster than they can be prepared.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. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | The Blue Ocean Strategy Canvas shows how an offering is positioned relative to the market. Differentiation thereby becomes tangible in value factors instead of merely being claimed. | The Business Model Canvas condenses a business model to its key building blocks and assumptions. It makes variants quickly comparable and reveals gaps before validation or implementation begins. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 15-60 min je Zyklus | 45-90 min | 2-4 h | 1-2 h |
Participantsdifferent | 1-8 | 2-8 | 3-10 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Situation Assessment, Decision Loop, Action Updates | Assumption List, Critical Assumptions, Learning Plan | Strategy Canvas, Value Curve, ERRC Actions | Business Model Canvas, Assumption List, Business Hypotheses |
Tagsno overlap | DecisionChangeLearningStrategy | AssumptionsRiskDecisionDiscovery | StrategyPositioningInnovationValue | Business modelStrategyValueInnovation |