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| Criterion |  Decision Making Decision Tree |  Decision Making OODA Loop |  Facilitation Power Interest Grid |
|---|---|---|---|
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 | In dynamic situations, decisions become outdated faster than they can be prepared.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. | When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. |
Complexitydifferent | Medium | Medium | Low |
Timedifferent | 30-90 min | 15-60 min je Zyklus | 30-60 min |
Participantsdifferent | 1-6 | 1-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Decision Tree, Option Map, Assumption List | Situation Assessment, Decision Loop, Action Updates | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | DecisionTreeOptions | DecisionChangeLearningStrategy | StakeholdersFacilitationAlignmentPlanning |
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