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| Criterion |  Decision Making OODA Loop |  Decision Making Force Field Analysis |  Innovation TRIZ |  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Purposedifferent | In dynamic situations, decisions become outdated faster than they can be prepared.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. | 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. | For technical contradictions or trade-offs, the method looks for solutions that resolve opposing requirements at the same time. It translates limits into an explicit picture of conflict that becomes workable. This produces not just compromises but more elegant principles. | 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 | High | Medium |
Timedifferent | 15-60 min je Zyklus | 45-90 min | 1-4 h | 1-2 h |
Participantsdifferent | 1-8 | 3-12 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Situation Assessment, Decision Loop, Action Updates | Force Field Map, Change Levers, Risk Notes | Contradiction Statement, Inventive Principles, Solution Concepts | Business Model Canvas, Assumption List, Business Hypotheses |
Tagsno overlap | DecisionChangeLearningStrategy | ChangeDecisionStrategy | InnovationProblem solvingContradictionsCreativity | Business modelStrategyValueInnovation |