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| Criterion |  Decision Making Assumption Surfacing |  Business Strategy Value Chain Analysis |  Decision Making OODA Loop |  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. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. | In dynamic situations, decisions become outdated faster than they can be prepared.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. | 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 | High | Medium | Low |
Timedifferent | 45-90 min | Half day | 15-60 min je Zyklus | 1-2 h |
Participantsdifferent | 2-8 | 3-8 | 1-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Assumption List, Critical Assumptions, Learning Plan | Value Chain Map, Lever List | Situation Assessment, Decision Loop, Action Updates | DIBB document, Belief list, Bet list, Learning report |
Tagsno overlap | AssumptionsRiskDecisionDiscovery | StrategyBusiness modelDiagnosisAnalysis | DecisionChangeLearningStrategy | StrategyDecisionAssumptionsHypothesis |