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Purposedifferent | In dynamic situations, decisions become outdated faster than they can be prepared.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