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| Criterion |  Decision Making OODA Loop |  Product Strategy DIBB |  Business Strategy Value Chain Analysis |  Decision Making Force Field Analysis |
|---|---|---|---|---|
Purposedifferent | In dynamic situations, decisions become outdated faster than they can be prepared.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. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. | 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 | Low | High | Low |
Timedifferent | 15-60 min je Zyklus | 1-2 h | Half day | 45-90 min |
Participantsdifferent | 1-8 | 2-8 | 3-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Situation Assessment, Decision Loop, Action Updates | DIBB document, Belief list, Bet list, Learning report | Value Chain Map, Lever List | Force Field Map, Change Levers, Risk Notes |
Tags1 shared | DecisionChangeLearningStrategy | StrategyDecisionAssumptionsHypothesis | StrategyBusiness modelDiagnosisAnalysis | ChangeDecisionStrategy |