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| Criterion |  Decision Making OODA Loop |  Decision Making Assumption Surfacing |  Decision Making PERT Estimation |  Business Strategy Business Model Stress Test |
|---|---|---|---|---|
Purposedifferent | In dynamic situations, decisions become outdated faster than they can be prepared.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. | 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. | On complex initiatives, a plain average tends to understate just how uncertain the outcome really is. It separates options, evaluation criteria, and open risks. The result is captured as a PERT Estimate, Expected Value, and Risk Notes. | A Business Model Stress Test checks how well a business model holds up under pressure and headwinds. It compares strengths, risks, market logic, and courses of action. The result is captured as a stress-test report and action plan per scenario. |
Complexitydifferent | Medium | Low | Medium | High |
Timedifferent | 15-60 min je Zyklus | 45-90 min | 15-45 min | Half day |
Participantsdifferent | 1-8 | 2-8 | 1-8 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Situation Assessment, Decision Loop, Action Updates | Assumption List, Critical Assumptions, Learning Plan | PERT Estimate, Expected Value, Risk Notes | Stress Test Report, Action Plan per Scenario |
Tagsno overlap | DecisionChangeLearningStrategy | AssumptionsRiskDecisionDiscovery | EstimationUncertaintyRisk | StrategyBusiness modelRiskDiagnosis |