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| Criterion |  Business Strategy Strategy Map |  Decision Making OODA Loop |  Facilitation Power Interest Grid |  Facilitation Stakeholder 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 | In dynamic situations, decisions become outdated faster than they can be prepared.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. | 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. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 2-4 h workshop plus review | 15-60 min je Zyklus | 30-60 min | 60–90 min |
Participantsdifferent | 4-10 | 1-8 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Strategy Map, Objective Set, Cause-Effect Hypotheses | Situation Assessment, Decision Loop, Action Updates | Power Interest Grid, Strategy per Stakeholder | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | AlignmentExecutionGoalsCausality | DecisionChangeLearningStrategy | StakeholdersFacilitationAlignmentPlanning | StakeholdersAlignmentFacilitationChange |