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| Criterion |  Business Strategy Strategy Map |  Decision Making OODA Loop |  Facilitation Power Interest Grid |
|---|---|---|---|
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 | In dynamic situations, decisions become outdated faster than they can be prepared.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. | When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. |
Complexitydifferent | Medium | Medium | Low |
Timedifferent | 2-4 h workshop plus review | 15-60 min je Zyklus | 30-60 min |
Participantsdifferent | 4-10 | 1-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop |
Outputdifferent | Strategy Map, Objective Set, Cause-Effect Hypotheses | Situation Assessment, Decision Loop, Action Updates | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | AlignmentExecutionGoalsCausality | DecisionChangeLearningStrategy | StakeholdersFacilitationAlignmentPlanning |
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