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| Criterion |  Decision Making OODA Loop |  Business Strategy VRIO Framework |  Decision Making Force Field Analysis |  Business Strategy Value Chain 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Purposedifferent | In dynamic situations, decisions become outdated faster than they can be prepared.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. | 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. | 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. | 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. |
Complexitydifferent | Medium | Medium | Low | High |
Timedifferent | 15-60 min je Zyklus | 90-180 min | 45-90 min | Half day |
Participantsdifferent | 1-8 | 3-6 | 3-12 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Situation Assessment, Decision Loop, Action Updates | VRIO Table, Strategic Actions | Force Field Map, Change Levers, Risk Notes | Value Chain Map, Lever List |
Tags1 shared | DecisionChangeLearningStrategy | StrategyDiagnosisBusiness modelCapability | ChangeDecisionStrategy | StrategyBusiness modelDiagnosisAnalysis |