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| Criterion |  Decision Making OODA Loop |  Decision Making Argument Mapping |  Business Strategy Balanced Scorecard |  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Purposedifferent | In dynamic situations, decisions become outdated faster than they can be prepared.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 statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests on. | Balanced Scorecard translates strategy into a few interconnected perspectives and metrics. It holds impact, steering, and learning together in daily work instead of narrowing strategy down to financial figures. | 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 | High | High |
Timedifferent | 15-60 min je Zyklus | 1-3 h | Halber Tag bis mehrere Wochen | 1-4 Wochen |
Participantsdifferent | 1-8 | 1-8 | 4-12 | 6-30 Experten |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Async |
Outputdifferent | Situation Assessment, Decision Loop, Action Updates | Argument Map, Evidence Gaps, Decision Rationale | Balanced Scorecard, Strategic Measures, Initiative Map | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | DecisionChangeLearningStrategy | SensemakingDecisionRationale | StrategyMetricsExecution | ForecastingExpertsDecisionStrategy |