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| Criterion |  Systems Thinking Leverage Points |  Decision Making PERT Estimation |  Decision Making OODA Loop |  Business Strategy Business Model Stress Test |
|---|---|---|---|---|
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. | On complex initiatives, a plain average tends to understate just how uncertain the outcome really is. It separates options, evaluation criteria, and open risks. The result is captured as a PERT Estimate, Expected Value, and Risk Notes. | In dynamic situations, decisions become outdated faster than they can be prepared.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. | A Business Model Stress Test checks how well a business model holds up under pressure and headwinds. It compares strengths, risks, market logic, and courses of action. The result is captured as a stress-test report and action plan per scenario. |
Complexitydifferent | High | Medium | Medium | High |
Timedifferent | Half day | 15-45 min | 15-60 min je Zyklus | Half day |
Participantsdifferent | 3-12 | 1-8 | 1-8 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Leverage Map, Action Strategy | PERT Estimate, Expected Value, Risk Notes | Situation Assessment, Decision Loop, Action Updates | Stress Test Report, Action Plan per Scenario |
Tagsno overlap | Systems thinkingChangeStrategy | EstimationUncertaintyRisk | DecisionChangeLearningStrategy | StrategyBusiness modelRiskDiagnosis |