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| Criterion |  Decision Making OODA Loop |  Systems Thinking Future Reality Tree |  Decision Making Trade-off Analysis |  Systems Thinking Leverage Points |
|---|---|---|---|---|
Purposedifferent | In dynamic situations, decisions become outdated faster than they can be prepared.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. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | With limited resources, quality, speed, cost, and risk almost always compete with each other. Trade-off Analysis makes these tensions explicit and prevents decisions from producing hidden side effects. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. |
Complexitydifferent | Medium | High | Medium | High |
Timedifferent | 15-60 min je Zyklus | 2-4 h | 45-120 min | Half day |
Participantsdifferent | 1-8 | 3-8 | 2-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Situation Assessment, Decision Loop, Action Updates | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Trade-off Matrix, Criteria List, Decision Rationale, Accepted Downsides | Leverage Map, Action Strategy |
Tagsno overlap | DecisionChangeLearningStrategy | Theory of ConstraintsSystems thinkingChange | TradeoffsDecisionCriteriaOptions | Systems thinkingChangeStrategy |