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| Criterion |  Business Strategy Strategy Map |  Decision Making Force Field Analysis |  Decision Making OODA Loop |  Business Strategy Balanced Scorecard |
|---|---|---|---|---|
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 | In dynamic situations, decisions become outdated faster than they can be prepared.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. | 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. |
Complexitydifferent | Medium | Low | Medium | High |
Timedifferent | 2-4 h workshop plus review | 45-90 min | 15-60 min je Zyklus | Halber Tag bis mehrere Wochen |
Participantsdifferent | 4-10 | 3-12 | 1-8 | 4-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Strategy Map, Objective Set, Cause-Effect Hypotheses | Force Field Map, Change Levers, Risk Notes | Situation Assessment, Decision Loop, Action Updates | Balanced Scorecard, Strategic Measures, Initiative Map |
Tagsno overlap | AlignmentExecutionGoalsCausality | ChangeDecisionStrategy | DecisionChangeLearningStrategy | StrategyMetricsExecution |