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| Criterion |  Facilitation Stakeholder Mapping |  Decision Making Assumption Surfacing |  Facilitation Alignment Mapping |  Decision Making OODA Loop |
|---|---|---|---|---|
Purposedifferent | 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. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | In dynamic situations, decisions become outdated faster than they can be prepared.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 | Low | Medium | Medium |
Timedifferent | 60–90 min | 45-90 min | 1-2 h | 15-60 min je Zyklus |
Participantsdifferent | 2-8 | 2-8 | 4-12 | 1-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Stakeholder Map, Engagement Plan, Risk Notes | Assumption List, Critical Assumptions, Learning Plan | Alignment Map, Open Issues, Decision Questions | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | StakeholdersAlignmentFacilitationChange | AssumptionsRiskDecisionDiscovery | AlignmentStakeholdersStrategyFacilitation | DecisionChangeLearningStrategy |