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| Criterion |  Decision Making OODA Loop |  Agile 4Ls Retrospective |  Systems Thinking Leverage Points |  Decision Making Delphi Method |
|---|---|---|---|---|
Purposedifferent | In dynamic situations, decisions become outdated faster than they can be prepared.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 sprint should not only be assessed but also learned from, it captures experience in clear learning categories. It records what worked, what's missing, and what should run differently next time. | 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 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 | Low | High | High |
Timedifferent | 15-60 min je Zyklus | 45–75 min | Half day | 1-4 Wochen |
Participantsdifferent | 1-8 | Team members involved | 3-12 | 6-30 Experten |
Formatdifferent | Workshop + async | Workshop | Workshop | Async |
Outputdifferent | Situation Assessment, Decision Loop, Action Updates | 4Ls Board, Learning Themes, Improvement Actions | Leverage Map, Action Strategy | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | DecisionChangeLearningStrategy | RetrospectiveLearningReflectionTeam | Systems thinkingChangeStrategy | ForecastingExpertsDecisionStrategy |