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| Criterion |  Business Strategy SWOT Analysis |  Decision Making Force Field Analysis |  Facilitation Stakeholder Mapping |  Decision Making OODA Loop |
|---|---|---|---|---|
Purposedifferent | SWOT Analysis arranges strengths, weaknesses, opportunities, and threats into a compact picture of the situation. It keeps internal capabilities and external influences separate before strategic options emerge from them. | 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. | 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. | In dynamic situations, decisions become outdated faster than they can be prepared.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. |
Complexitydifferent | Low | Low | Low | Medium |
Timedifferent | 30-60 min | 45-90 min | 60–90 min | 15-60 min je Zyklus |
Participantsdifferent | 3-12 | 3-12 | 2-8 | 1-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | SWOT matrix, Strategic options, Action list | Force Field Map, Change Levers, Risk Notes | Stakeholder Map, Engagement Plan, Risk Notes | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | StrategyAnalysisMarketPositioning | ChangeDecisionStrategy | StakeholdersAlignmentFacilitationChange | DecisionChangeLearningStrategy |