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| Criterion |  Decision Making OODA Loop |  Product Strategy DIBB |  Business Strategy Balanced Scorecard |  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Purposedifferent | In dynamic situations, decisions become outdated faster than they can be prepared.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. | 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. | 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. | 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 | Low | High | High |
Timedifferent | 15-60 min je Zyklus | 1-2 h | Halber Tag bis mehrere Wochen | 1-4 Wochen |
Participantsdifferent | 1-8 | 2-8 | 4-12 | 6-30 Experten |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Async |
Outputdifferent | Situation Assessment, Decision Loop, Action Updates | DIBB document, Belief list, Bet list, Learning report | Balanced Scorecard, Strategic Measures, Initiative Map | Expert Forecast, Consensus Range, Assumption Notes |
Tags1 shared | DecisionChangeLearningStrategy | StrategyDecisionAssumptionsHypothesis | StrategyMetricsExecution | ForecastingExpertsDecisionStrategy |