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| Criterion |  Business Strategy Strategy Map |  Decision Making Force Field Analysis |  Business Strategy Balanced Scorecard |  Decision Making OODA Loop |
|---|---|---|---|---|
Purposedifferent | A Strategy Map translates strategy into a few connected objectives across perspectives such as finance, customers, processes, and learning. This makes visible which capabilities and activities are meant to drive which results. | 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. | Balanced Scorecard translates strategy into a few interconnected perspectives and metrics. It holds impact, steering, and learning together in daily work instead of narrowing strategy down to financial figures. | In dynamic situations, decisions become outdated faster than they can be prepared.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 | Medium | Low | High | Medium |
Timedifferent | 2-4 h workshop plus review | 45-90 min | Halber Tag bis mehrere Wochen | 15-60 min je Zyklus |
Participantsdifferent | 4-10 | 3-12 | 4-12 | 1-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Strategy Map, Objective Set, Cause-Effect Hypotheses | Force Field Map, Change Levers, Risk Notes | Balanced Scorecard, Strategic Measures, Initiative Map | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | AlignmentExecutionGoalsCausality | ChangeDecisionStrategy | StrategyMetricsExecution | DecisionChangeLearningStrategy |