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| Criterion |  Decision Making Constraint Analysis |  Decision Making Three-Point Estimation |  Decision Making OODA Loop |  Business Strategy Scenario Planning |
|---|---|---|---|---|
Purposedifferent | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | A single estimate for effort, time, or risk often looks too smooth for the real uncertainty behind it. It separates options, evaluation criteria, and open risks. The result is captured as a Three-Point Estimate, Risk Range, and Assumption Notes. | In dynamic situations, decisions become outdated faster than they can be prepared.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. | Scenario Planning opens the view to several plausible futures instead of a single forecast. The method protects strategies from depending on too narrow an expected path. |
Complexitydifferent | Low | Medium | Medium | High |
Timedifferent | 30-90 min | 10-30 min je Item | 15-60 min je Zyklus | 0.5-2 Tage |
Participantsdifferent | 2-8 | 1-8 | 1-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Three-Point Estimate, Risk Range, Assumption Notes | Situation Assessment, Decision Loop, Action Updates | Scenario Set, Strategic Implications, Robust Options |
Tagsno overlap | ConstraintsDecisionPlanningOptions | EstimationUncertaintyForecasting | DecisionChangeLearningStrategy | StrategyUncertaintyPlanning |