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| Criterion |  Decision Making OODA Loop |  Business Strategy Balanced Scorecard |  Architecture C4 Model |  Product Strategy Counter Metrics |
|---|---|---|---|---|
Purposedifferent | In dynamic situations, decisions become outdated faster than they can be prepared.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. | 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. | The C4 Model makes a system legible across several resolution levels, from context down to code. It suits situations where different audiences need to understand the same architecture from different altitudes. | When a headline metric could mask side effects, it adds guardrail signals against unwanted outcomes. It connects customer value, product logic, and decision priorities. The result is captured as a counter-metric list and guardrail definitions. |
Complexitydifferent | Medium | High | Low | Low |
Timedifferent | 15-60 min je Zyklus | Halber Tag bis mehrere Wochen | 1-4 h | 30-60 min |
Participantsdifferent | 1-8 | 4-12 | 1-5 | 2-6 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Situation Assessment, Decision Loop, Action Updates | Balanced Scorecard, Strategic Measures, Initiative Map | Context Diagram, Container Diagram, Component Diagram | Counter Metric List, Guardrail Definitions |
Tagsno overlap | DecisionChangeLearningStrategy | StrategyMetricsExecution | ArchitectureCommunicationVisualization | MetricsMeasurementStrategyExperiments |