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| Criterion |  Decision Making Decision Matrix |  Operations After-Action Review |  Product Strategy DIBB |  Decision Making OODA Loop |
|---|---|---|---|---|
Purposedifferent | When several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | 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. | In dynamic situations, decisions become outdated faster than they can be prepared.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. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 45-90 min | 20-45 min | 1-2 h | 15-60 min je Zyklus |
Participantsdifferent | 2-8 | 3-12 | 2-8 | 1-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Decision Matrix, Scoring Rationale, Selected Option | Lessons learned, Action items, Event summary | DIBB document, Belief list, Bet list, Learning report | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | DecisionCriteriaScoringTradeoffs | LearningOperationsImprovement | StrategyDecisionAssumptionsHypothesis | DecisionChangeLearningStrategy |