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| Criterion |  Decision Making OODA Loop |  Business Strategy GAP Analysis |  Product Discovery Assumption Mapping |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
Purposedifferent | In dynamic situations, decisions become outdated faster than they can be prepared.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. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. | 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. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 15-60 min je Zyklus | 1-3 h | 45-60 min | 45-90 min |
Participantsdifferent | 1-8 | 2-8 | 2-8 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Situation Assessment, Decision Loop, Action Updates | Gap Matrix, Action Plan, Risk Notes | Assumption map, Test backlog, Risk ranking | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | DecisionChangeLearningStrategy | StrategyAnalysisPlanning | AssumptionsRiskExperimentsValidation | AssumptionsRiskDecisionDiscovery |