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| Criterion |  Decision Making OODA Loop |  Decision Making Decision Tree |  Product Strategy DIBB |  Decision Making Constraint Analysis |
|---|---|---|---|---|
Purposedifferent | In dynamic situations, decisions become outdated faster than they can be prepared.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. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 15-60 min je Zyklus | 30-90 min | 1-2 h | 30-90 min |
Participantsdifferent | 1-8 | 1-6 | 2-8 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Situation Assessment, Decision Loop, Action Updates | Decision Tree, Option Map, Assumption List | DIBB document, Belief list, Bet list, Learning report | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tags1 shared | DecisionChangeLearningStrategy | DecisionTreeOptions | StrategyDecisionAssumptionsHypothesis | ConstraintsDecisionPlanningOptions |