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| Criterion |  Decision Making Decision Tree |  Operations Change Analysis |  Decision Making Option Framing |  Decision Making OODA Loop |
|---|---|---|---|---|
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. | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | In early decisions, alternatives are often still vague, incomplete, or blended together. Option Framing brings every possibility into a comparable form and makes visible which variant actually fits the question. | In dynamic situations, decisions become outdated faster than they can be prepared.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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 30-90 min | 45-120 min | 45-120 min | 15-60 min je Zyklus |
Participantsdifferent | 1-6 | 2-6 | 3-8 | 1-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Decision Tree, Option Map, Assumption List | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Option Frames, Assumption Notes, Comparable Shortlist, Decision Inputs | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | DecisionTreeOptions | ChangeRoot causeTroubleshootingComparison | OptionsDecision framingStrategyComparison | DecisionChangeLearningStrategy |