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| Criterion |  Decision Making Assumption Surfacing |  Systems Thinking Systems Mapping |  Decision Making OODA Loop |  Systems Thinking Leverage Points |
|---|---|---|---|---|
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. | Systems Mapping arranges elements, relationships, and boundaries so a complex field becomes legible at a glance. The overview stabilizes the overall picture before detail work or steering begins. | In dynamic situations, decisions become outdated faster than they can be prepared.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. | 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. |
Complexitydifferent | Low | Medium | Medium | High |
Timedifferent | 45-90 min | 1-3 h | 15-60 min je Zyklus | Half day |
Participantsdifferent | 2-8 | 3-12 | 1-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Assumption List, Critical Assumptions, Learning Plan | System Map, Dependencies, Leverage Points | Situation Assessment, Decision Loop, Action Updates | Leverage Map, Action Strategy |
Tagsno overlap | AssumptionsRiskDecisionDiscovery | Systems thinkingMappingBoundariesChange | DecisionChangeLearningStrategy | Systems thinkingChangeStrategy |