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| Criterion |  Decision Making Decision Tree |  Decision Making Constraint Analysis |  Agile 4Ls Retrospective |  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. | 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. | When a sprint should not only be assessed but also learned from, it captures experience in clear learning categories. It records what worked, what's missing, and what should run differently next 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 | In dynamic situations, decisions become outdated faster than they can be prepared.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. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 30-90 min | 30-90 min | 45–75 min | 15-60 min je Zyklus |
Participantsdifferent | 1-6 | 2-8 | Team members involved | 1-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Decision Tree, Option Map, Assumption List | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | 4Ls Board, Learning Themes, Improvement Actions | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | DecisionTreeOptions | ConstraintsDecisionPlanningOptions | RetrospectiveLearningReflectionTeam | DecisionChangeLearningStrategy |