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| Criterion |  Decision Making Risk Matrix |  Operations Change Analysis |  Business Strategy VRIO Framework |  Decision Making OODA Loop |
|---|---|---|---|---|
Purposedifferent | When a project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk List. | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | 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 | In dynamic situations, decisions become outdated faster than they can be prepared.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 | Low | Medium | Medium | Medium |
Timedifferent | 30-60 min | 45-120 min | 90-180 min | 15-60 min je Zyklus |
Participantsdifferent | 3-10 | 2-6 | 3-6 | 1-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Risk Matrix, Top Risk List | Change Matrix, Cause Hypotheses, Validation Questions, Action List | VRIO Table, Strategic Actions | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | RiskDecisionPrioritizationAssessment | ChangeRoot causeTroubleshootingComparison | StrategyDiagnosisBusiness modelCapability | DecisionChangeLearningStrategy |