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| Criterion |  Decision Making OODA Loop |  Systems Thinking Systems Mapping |  Business Strategy VRIO Framework |  Systems Thinking Leverage Points |
|---|---|---|---|---|
Purposedifferent | In dynamic situations, decisions become outdated faster than they can be prepared.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. | Systems Mapping arranges elements, relationships, and boundaries so a complex field becomes legible at a glance. The overview stabilizes the overall picture before detail work or steering begins. | 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. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | 15-60 min je Zyklus | 1-3 h | 90-180 min | Half day |
Participantsdifferent | 1-8 | 3-12 | 3-6 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Situation Assessment, Decision Loop, Action Updates | System Map, Dependencies, Leverage Points | VRIO Table, Strategic Actions | Leverage Map, Action Strategy |
Tagsno overlap | DecisionChangeLearningStrategy | Systems thinkingMappingBoundariesChange | StrategyDiagnosisBusiness modelCapability | Systems thinkingChangeStrategy |