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| Criterion |  Business Strategy Scenario Planning |  Decision Making Force Field Analysis |  Decision Making OODA Loop |  Business Strategy GAP Analysis |
|---|---|---|---|---|
Purposedifferent | Scenario Planning opens the view to several plausible futures instead of a single forecast. The method protects strategies from depending on too narrow an expected path. | 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. | In dynamic situations, decisions become outdated faster than they can be prepared.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. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. |
Complexitydifferent | High | Low | Medium | Medium |
Timedifferent | 0.5-2 Tage | 45-90 min | 15-60 min je Zyklus | 1-3 h |
Participantsdifferent | 4-12 | 3-12 | 1-8 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Scenario Set, Strategic Implications, Robust Options | Force Field Map, Change Levers, Risk Notes | Situation Assessment, Decision Loop, Action Updates | Gap Matrix, Action Plan, Risk Notes |
Tags1 shared | StrategyUncertaintyPlanning | ChangeDecisionStrategy | DecisionChangeLearningStrategy | StrategyAnalysisPlanning |