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| Criterion |  Decision Making Decision Tree |  Decision Making OODA Loop |  Systems Thinking Leverage Points |  Product Strategy DIBB |
|---|---|---|---|---|
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 | In dynamic situations, decisions become outdated faster than they can be prepared.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. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | 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. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | 30-90 min | 15-60 min je Zyklus | Half day | 1-2 h |
Participantsdifferent | 1-6 | 1-8 | 3-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Decision Tree, Option Map, Assumption List | Situation Assessment, Decision Loop, Action Updates | Leverage Map, Action Strategy | DIBB document, Belief list, Bet list, Learning report |
Tagsno overlap | DecisionTreeOptions | DecisionChangeLearningStrategy | Systems thinkingChangeStrategy | StrategyDecisionAssumptionsHypothesis |