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| Criterion |  Decision Making Decision Tree |  Decision Making OODA Loop |  Product Strategy DIBB |  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. | In dynamic situations, decisions become outdated faster than they can be prepared.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. | 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. | 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 | Medium | Low | High |
Timedifferent | 30-90 min | 15-60 min je Zyklus | 1-2 h | 1-4 Wochen |
Participantsdifferent | 1-6 | 1-8 | 2-8 | 6-30 Experten |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Async |
Outputdifferent | Decision Tree, Option Map, Assumption List | Situation Assessment, Decision Loop, Action Updates | DIBB document, Belief list, Bet list, Learning report | Expert Forecast, Consensus Range, Assumption Notes |
Tags1 shared | DecisionTreeOptions | DecisionChangeLearningStrategy | StrategyDecisionAssumptionsHypothesis | ForecastingExpertsDecisionStrategy |