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| Criterion |  Business Strategy Strategy Map |  Decision Making Force Field Analysis |  Decision Making OODA Loop |  Decision Making DACI |
|---|---|---|---|---|
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 | In dynamic situations, decisions become outdated faster than they can be prepared.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. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 2-4 h workshop plus review | 45-90 min | 15-60 min je Zyklus | 30-60 min |
Participantsdifferent | 4-10 | 3-12 | 1-8 | 2-10 |
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 | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | AlignmentExecutionGoalsCausality | ChangeDecisionStrategy | DecisionChangeLearningStrategy | DecisionRolesGovernanceAlignment |