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| Criterion |  Business Strategy Strategy Map |  Decision Making OODA Loop |  Decision Making Decision Rights Mapping |
|---|---|---|---|
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 | In dynamic situations, decisions become outdated faster than they can be prepared.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 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. |
Complexitysame | Medium | Medium | Medium |
Timedifferent | 2-4 h workshop plus review | 15-60 min je Zyklus | 90-180 min |
Participantsdifferent | 4-10 | 1-8 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop |
Outputdifferent | Strategy Map, Objective Set, Cause-Effect Hypotheses | Situation Assessment, Decision Loop, Action Updates | Decision Rights Matrix, Agreement |
Tagsno overlap | AlignmentExecutionGoalsCausality | DecisionChangeLearningStrategy | DecisionGovernanceAlignmentResponsibility |
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