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| Criterion |  Decision Making Assumption Surfacing |  Decision Making OODA Loop |  Facilitation Stakeholder Mapping |  Product Strategy DIBB |
|---|---|---|---|---|
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. | In dynamic situations, decisions become outdated faster than they can be prepared.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 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. | 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. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 45-90 min | 15-60 min je Zyklus | 60–90 min | 1-2 h |
Participantsdifferent | 2-8 | 1-8 | 2-8 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Assumption List, Critical Assumptions, Learning Plan | Situation Assessment, Decision Loop, Action Updates | Stakeholder Map, Engagement Plan, Risk Notes | DIBB document, Belief list, Bet list, Learning report |
Tagsno overlap | AssumptionsRiskDecisionDiscovery | DecisionChangeLearningStrategy | StakeholdersAlignmentFacilitationChange | StrategyDecisionAssumptionsHypothesis |