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| Criterion |  Systems Thinking Leverage Points |  Agile Ideal Days |  Decision Making OODA Loop |  Product Strategy DIBB |
|---|---|---|---|---|
Purposedifferent | 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. | When effort needs to be thought of as real working time, it offers a simple common denominator for comparison. It sorts work by value, risk, and delivery ability. The result is captured as Ideal Day Estimates, Assumption Notes, and Capacity Caveats. | In dynamic situations, decisions become outdated faster than they can be prepared.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. |
Complexitydifferent | High | Low | Medium | Low |
Timedifferent | Half day | 15-60 min | 15-60 min je Zyklus | 1-2 h |
Participantsdifferent | 3-12 | 2-9 | 1-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Leverage Map, Action Strategy | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Situation Assessment, Decision Loop, Action Updates | DIBB document, Belief list, Bet list, Learning report |
Tagsno overlap | Systems thinkingChangeStrategy | EstimationEffortAgile | DecisionChangeLearningStrategy | StrategyDecisionAssumptionsHypothesis |