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| Criterion |  Decision Making Delphi Method |  Decision Making OODA Loop |  Agile Sailboat Retrospective |  Agile Sprint Retrospective |
|---|---|---|---|---|
Purposedifferent | 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. | In dynamic situations, decisions become outdated faster than they can be prepared.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 a team wants to read momentum, brakes, and risks together, it offers an easily understandable picture of the situation. It makes drive, obstacles, and headwind visible in the same picture. | When a sprint is over and friction shouldn't simply be carried forward, it opens the view onto collaboration and patterns. It creates space to see causes and changes together. |
Complexitydifferent | High | Medium | Low | Low |
Timedifferent | 1-4 Wochen | 15-60 min je Zyklus | 45-90 min | Up to 3 hours for a one-month Sprint; shorter Sprints are usually shorter |
Participantsdifferent | 6-30 Experten | 1-8 | 4-12 | Scrum Team |
Formatdifferent | Async | Workshop + async | Workshop | Workshop |
Outputdifferent | Expert Forecast, Consensus Range, Assumption Notes | Situation Assessment, Decision Loop, Action Updates | Sailboat Board, Risks, Improvement Actions | Improvement actions, Team agreements |
Tagsno overlap | ForecastingExpertsDecisionStrategy | DecisionChangeLearningStrategy | RetrospectiveTeamImprovement | RetrospectiveImprovementLearning |