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| Criterion |  Business Strategy Strategy Map |  Decision Making OODA Loop |  Business Strategy Strategy Execution Loop |  Decision Making Force Field Analysis |
|---|---|---|---|---|
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 | In dynamic situations, decisions become outdated faster than they can be prepared.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. | The Strategy Execution Loop helps avoid treating strategy as a one-off document. It makes visible how strategic decisions are turned into objectives, initiatives, operational work, measurement, and learning. | 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. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | 2-4 h workshop plus review | 15-60 min je Zyklus | Initial 3-6 h, then monthly or quarterly reviews | 45-90 min |
Participantsdifferent | 4-10 | 1-8 | 5-12 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Strategy Map, Objective Set, Cause-Effect Hypotheses | Situation Assessment, Decision Loop, Action Updates | Execution Loop, Review Cadence, Strategic Learning Log | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | AlignmentExecutionGoalsCausality | DecisionChangeLearningStrategy | ExecutionCadenceLearningGovernance | ChangeDecisionStrategy |