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| Criterion |  Decision Making OODA Loop |  Decision Making Argument Mapping |  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Purposedifferent | In dynamic situations, decisions become outdated faster than they can be prepared.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 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. | 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 | Medium | High | High |
Timedifferent | 15-60 min je Zyklus | 1-3 h | Half day | 1-4 Wochen |
Participantsdifferent | 1-8 | 1-8 | 3-12 | 6-30 Experten |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Async |
Outputdifferent | Situation Assessment, Decision Loop, Action Updates | Argument Map, Evidence Gaps, Decision Rationale | Leverage Map, Action Strategy | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | DecisionChangeLearningStrategy | SensemakingDecisionRationale | Systems thinkingChangeStrategy | ForecastingExpertsDecisionStrategy |