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| Criterion |  Operations After-Action Review |  Product Strategy DIBB |  Product Discovery Assumption Mapping |  Decision Making OODA Loop |
|---|---|---|---|---|
Purposedifferent | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked 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 | In dynamic situations, decisions become outdated faster than they can be prepared.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 | Medium | Medium |
Timedifferent | 20-45 min | 1-2 h | 45-60 min | 15-60 min je Zyklus |
Participantsdifferent | 3-12 | 2-8 | 2-8 | 1-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Lessons learned, Action items, Event summary | DIBB document, Belief list, Bet list, Learning report | Assumption map, Test backlog, Risk ranking | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | LearningOperationsImprovement | StrategyDecisionAssumptionsHypothesis | AssumptionsRiskExperimentsValidation | DecisionChangeLearningStrategy |