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| Criterion |  Decision Making OODA Loop |  Facilitation Dot Estimation |  Business Strategy Value Chain Analysis |  Business Strategy VRIO Framework |
|---|---|---|---|---|
Purposedifferent | In dynamic situations, decisions become outdated faster than they can be prepared.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 size or effort can only be estimated roughly, Dot Estimation condenses the group's experience into a quick range. It turns individual contributions into a visible selection. The result is captured as an Effort Heatmap, Risk Signals, and Discussion Targets. | 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. | The VRIO Framework rates resources and capabilities on whether they are Valuable, Rare, Inimitable, and Organized. It compares strengths, risks, market logic, and courses of action. The result is captured as a VRIO table and strategic actions. |
Complexitydifferent | Medium | Low | High | Medium |
Timedifferent | 15-60 min je Zyklus | 5-20 min | Half day | 90-180 min |
Participantsdifferent | 1-8 | 3-20 | 3-8 | 3-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Situation Assessment, Decision Loop, Action Updates | Effort Heatmap, Risk Signals, Discussion Targets | Value Chain Map, Lever List | VRIO Table, Strategic Actions |
Tagsno overlap | DecisionChangeLearningStrategy | EstimationEffortRisk | StrategyBusiness modelDiagnosisAnalysis | StrategyDiagnosisBusiness modelCapability |