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| Criterion |  Systems Thinking Leverage Points |  Decision Making Pre-Mortem |  Decision Making OODA Loop |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
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. | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. | In dynamic situations, decisions become outdated faster than they can be prepared.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. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. |
Complexitydifferent | High | Low | Medium | Low |
Timedifferent | Half day | 20–45 min | 15-60 min je Zyklus | 45-90 min |
Participantsdifferent | 3-12 | Small cross-functional group | 1-8 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Leverage Map, Action Strategy | Risk list, Mitigation plan, Assumption log | Situation Assessment, Decision Loop, Action Updates | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | Systems thinkingChangeStrategy | RiskDecisionFailurePlanning | DecisionChangeLearningStrategy | AssumptionsRiskDecisionDiscovery |