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| Criterion |  Business Strategy Strategy Execution Loop |  Facilitation Power Interest Grid |  Decision Making OODA Loop |  Facilitation Stakeholder 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 | In dynamic situations, decisions become outdated faster than they can be prepared.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 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. |
Complexitydifferent | High | Low | Medium | Low |
Timedifferent | Initial 3-6 h, then monthly or quarterly reviews | 30-60 min | 15-60 min je Zyklus | 60–90 min |
Participantsdifferent | 5-12 | 2-8 | 1-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Execution Loop, Review Cadence, Strategic Learning Log | Power Interest Grid, Strategy per Stakeholder | Situation Assessment, Decision Loop, Action Updates | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | ExecutionCadenceLearningGovernance | StakeholdersFacilitationAlignmentPlanning | DecisionChangeLearningStrategy | StakeholdersAlignmentFacilitationChange |