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| Criterion |  Business Strategy Strategy Map |  Decision Making Force Field Analysis |  Decision Making Decision Rights Mapping |  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. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | In dynamic situations, decisions become outdated faster than they can be prepared.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 | Medium | Medium |
Timedifferent | 2-4 h workshop plus review | 45-90 min | 90-180 min | 15-60 min je Zyklus |
Participantsdifferent | 4-10 | 3-12 | 4-12 | 1-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Strategy Map, Objective Set, Cause-Effect Hypotheses | Force Field Map, Change Levers, Risk Notes | Decision Rights Matrix, Agreement | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | AlignmentExecutionGoalsCausality | ChangeDecisionStrategy | DecisionGovernanceAlignmentResponsibility | DecisionChangeLearningStrategy |