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| Criterion |  Business Strategy Strategy Execution Loop |  Facilitation Stakeholder Mapping |  Decision Making OODA Loop |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
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 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 | In dynamic situations, decisions become outdated faster than they can be prepared.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 stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. |
Complexitydifferent | High | Low | Medium | Medium |
Timedifferent | Initial 3-6 h, then monthly or quarterly reviews | 60–90 min | 15-60 min je Zyklus | 60-90 min |
Participantsdifferent | 5-12 | 2-8 | 1-8 | 3-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Execution Loop, Review Cadence, Strategic Learning Log | Stakeholder Map, Engagement Plan, Risk Notes | Situation Assessment, Decision Loop, Action Updates | Salience Diagram, Strategy per Class |
Tagsno overlap | ExecutionCadenceLearningGovernance | StakeholdersAlignmentFacilitationChange | DecisionChangeLearningStrategy | StakeholdersFacilitationAlignmentGovernance |