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| Criterion |  Decision Making OODA Loop |  Decision Making Assumption Surfacing |  Business Strategy SWOT Analysis |  Product Strategy DIBB |
|---|---|---|---|---|
Purposedifferent | In dynamic situations, decisions become outdated faster than they can be prepared.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. | SWOT Analysis arranges strengths, weaknesses, opportunities, and threats into a compact picture of the situation. It keeps internal capabilities and external influences separate before strategic options emerge from them. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 15-60 min je Zyklus | 45-90 min | 30-60 min | 1-2 h |
Participantsdifferent | 1-8 | 2-8 | 3-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Situation Assessment, Decision Loop, Action Updates | Assumption List, Critical Assumptions, Learning Plan | SWOT matrix, Strategic options, Action list | DIBB document, Belief list, Bet list, Learning report |
Tagsno overlap | DecisionChangeLearningStrategy | AssumptionsRiskDecisionDiscovery | StrategyAnalysisMarketPositioning | StrategyDecisionAssumptionsHypothesis |