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| Criterion |  Systems Thinking Polarity Mapping |  Business Strategy Value Chain Analysis |  Decision Making OODA Loop |
|---|---|---|---|
Purposedifferent | Polarity Mapping makes tensions between two opposing poles tangible, such as standardization and adaptation or control and autonomy. The method guards against making apparent either-or decisions prematurely. | 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. | In dynamic situations, decisions become outdated faster than they can be prepared.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. |
Complexitydifferent | Medium | High | Medium |
Timedifferent | 1-2 h | Half day | 15-60 min je Zyklus |
Participantsdifferent | 3-12 | 3-8 | 1-8 |
Formatdifferent | Workshop | Workshop | Workshop + async |
Outputdifferent | Polarity Map, Warning Signs, Balance Actions | Value Chain Map, Lever List | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | Systems thinkingTradeoffsLeadership | StrategyBusiness modelDiagnosisAnalysis | DecisionChangeLearningStrategy |
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