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| Criterion |  Product Discovery Jobs to Be Done |  Decision Making OODA Loop |  Decision Making Constraint Analysis |  Decision Making Delphi Method |
|---|---|---|---|---|
Purposedifferent | When switching motives and progress are unclear, it reconstructs the situation from real customer circumstances. It shows why a switch happens and what kind of progress is being sought. | In dynamic situations, decisions become outdated faster than they can be prepared.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 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 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 | 1-3 Wochen | 15-60 min je Zyklus | 30-90 min | 1-4 Wochen |
Participantsdifferent | 5-12 Interviews | 1-8 | 2-8 | 6-30 Experten |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Async |
Outputdifferent | Job Stories, Outcome Statements, Opportunity List | Situation Assessment, Decision Loop, Action Updates | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | CustomerOutcomesNeeds | DecisionChangeLearningStrategy | ConstraintsDecisionPlanningOptions | ForecastingExpertsDecisionStrategy |