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| Criterion |  Decision Making OODA Loop |  Systems Thinking Leverage Points |  Architecture Request for Comments |  Decision Making Decision Rights Mapping |
|---|---|---|---|---|
Purposedifferent | In dynamic situations, decisions become outdated faster than they can be prepared.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. | 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. | An RFC clarifies architecture context, options, and consequences. It structures technical context, alternatives, tradeoffs, open questions, and review feedback, and captures the result as an RFC document, reviewer comments, and a decision rationale. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | 15-60 min je Zyklus | Half day | 1-3 Wochen vom Draft bis zur Entscheidung | 90-180 min |
Participantsdifferent | 1-8 | 3-12 | 3-20 Reviewer | 4-12 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop |
Outputdifferent | Situation Assessment, Decision Loop, Action Updates | Leverage Map, Action Strategy | RFC document, Reviewer comments, Decision rationale, Follow-up ADR or tickets | Decision Rights Matrix, Agreement |
Tagsno overlap | DecisionChangeLearningStrategy | Systems thinkingChangeStrategy | ArchitectureDecisionAsyncGovernance | DecisionGovernanceAlignmentResponsibility |