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| Criterion |  Decision Making Decision Tree |  Operations ALPEN Method |  Decision Making OODA Loop |  Decision Making Delphi Method |
|---|---|---|---|---|
Purposedifferent | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | With an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | In dynamic situations, decisions become outdated faster than they can be prepared.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 knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. |
Complexitydifferent | Medium | Low | Medium | High |
Timedifferent | 30-90 min | 10-20 min daily | 15-60 min je Zyklus | 1-4 Wochen |
Participantsdifferent | 1-6 | 1 | 1-8 | 6-30 Experten |
Formatdifferent | Workshop + async | Async | Workshop + async | Async |
Outputdifferent | Decision Tree, Option Map, Assumption List | Daily Plan, Time Estimates, Review Notes | Situation Assessment, Decision Loop, Action Updates | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | DecisionTreeOptions | PlanningTime managementProductivityOperations | DecisionChangeLearningStrategy | ForecastingExpertsDecisionStrategy |