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| Criterion |  Business Strategy Strategic, Tactical and Operational Planning |  Decision Making OODA Loop |  Decision Making Force Field Analysis |  Decision Making DACI |
|---|---|---|---|---|
Purposedifferent | It places decisions and artifacts at the right level. Strategic planning clarifies direction, tactical planning translates it into programs, and operational planning steers concrete processes. | In dynamic situations, decisions become outdated faster than they can be prepared.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. | 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 cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 90-180 min | 15-60 min je Zyklus | 45-90 min | 30-60 min |
Participantsdifferent | 4-12 | 1-8 | 3-12 | 2-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Planning Levels Map, Cadence Model, Planning Artifact Inventory | Situation Assessment, Decision Loop, Action Updates | Force Field Map, Change Levers, Risk Notes | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | CadenceGovernanceExecution | DecisionChangeLearningStrategy | ChangeDecisionStrategy | DecisionRolesGovernanceAlignment |