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| Criterion |  Decision Making Assumption Surfacing |  Systems Thinking Leverage Points |  Systems Thinking Future Reality Tree |  Decision Making OODA Loop |
|---|---|---|---|---|
Purposedifferent | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | In dynamic situations, decisions become outdated faster than they can be prepared.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 | High | High | Medium |
Timedifferent | 45-90 min | Half day | 2-4 h | 15-60 min je Zyklus |
Participantsdifferent | 2-8 | 3-12 | 3-8 | 1-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Assumption List, Critical Assumptions, Learning Plan | Leverage Map, Action Strategy | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | AssumptionsRiskDecisionDiscovery | Systems thinkingChangeStrategy | Theory of ConstraintsSystems thinkingChange | DecisionChangeLearningStrategy |