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| Criterion |  Decision Making OODA Loop |  Decision Making Argument Mapping |  Decision Making Decision Rights Mapping |  Facilitation Alignment Mapping |
|---|---|---|---|---|
Purposedifferent | In dynamic situations, decisions become outdated faster than they can be prepared.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. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 15-60 min je Zyklus | 1-3 h | 90-180 min | 1-2 h |
Participantsdifferent | 1-8 | 1-8 | 4-12 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Situation Assessment, Decision Loop, Action Updates | Argument Map, Evidence Gaps, Decision Rationale | Decision Rights Matrix, Agreement | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | DecisionChangeLearningStrategy | SensemakingDecisionRationale | DecisionGovernanceAlignmentResponsibility | AlignmentStakeholdersStrategyFacilitation |