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| Criterion |  Business Strategy Scenario Planning |  Facilitation Stakeholder Mapping |  Decision Making OODA Loop |  Facilitation Power Interest Grid |
|---|---|---|---|---|
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. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. | In dynamic situations, decisions become outdated faster than they can be prepared.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. | When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. |
Complexitydifferent | High | Low | Medium | Low |
Timedifferent | 0.5-2 Tage | 60–90 min | 15-60 min je Zyklus | 30-60 min |
Participantsdifferent | 4-12 | 2-8 | 1-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Scenario Set, Strategic Implications, Robust Options | Stakeholder Map, Engagement Plan, Risk Notes | Situation Assessment, Decision Loop, Action Updates | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | StrategyUncertaintyPlanning | StakeholdersAlignmentFacilitationChange | DecisionChangeLearningStrategy | StakeholdersFacilitationAlignmentPlanning |