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| Criterion |  Business Strategy Strategy Execution Loop |  Facilitation Power Interest Grid |  Decision Making OODA Loop |  Facilitation Alignment Mapping |
|---|---|---|---|---|
Purposedifferent | The Strategy Execution Loop helps avoid treating strategy as a one-off document. It makes visible how strategic decisions are turned into objectives, initiatives, operational work, measurement, and learning. | 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. | In dynamic situations, decisions become outdated faster than they can be prepared.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 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. |
Complexitydifferent | High | Low | Medium | Medium |
Timedifferent | Initial 3-6 h, then monthly or quarterly reviews | 30-60 min | 15-60 min je Zyklus | 1-2 h |
Participantsdifferent | 5-12 | 2-8 | 1-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Execution Loop, Review Cadence, Strategic Learning Log | Power Interest Grid, Strategy per Stakeholder | Situation Assessment, Decision Loop, Action Updates | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | ExecutionCadenceLearningGovernance | StakeholdersFacilitationAlignmentPlanning | DecisionChangeLearningStrategy | AlignmentStakeholdersStrategyFacilitation |