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| Criterion |  Decision Making Assumption Surfacing |  Business Strategy Strategy Execution Loop |  Decision Making OODA Loop |  Product Discovery Assumption Mapping |
|---|---|---|---|---|
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. | 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 | In dynamic situations, decisions become outdated faster than they can be prepared.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 assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. |
Complexitydifferent | Low | High | Medium | Medium |
Timedifferent | 45-90 min | Initial 3-6 h, then monthly or quarterly reviews | 15-60 min je Zyklus | 45-60 min |
Participantsdifferent | 2-8 | 5-12 | 1-8 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Assumption List, Critical Assumptions, Learning Plan | Execution Loop, Review Cadence, Strategic Learning Log | Situation Assessment, Decision Loop, Action Updates | Assumption map, Test backlog, Risk ranking |
Tagsno overlap | AssumptionsRiskDecisionDiscovery | ExecutionCadenceLearningGovernance | DecisionChangeLearningStrategy | AssumptionsRiskExperimentsValidation |