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| Criterion |  Decision Making OODA Loop |  Decision Making PERT Estimation |  Business Strategy VRIO Framework |  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Purposedifferent | In dynamic situations, decisions become outdated faster than they can be prepared.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. | On complex initiatives, a plain average tends to understate just how uncertain the outcome really is. It separates options, evaluation criteria, and open risks. The result is captured as a PERT Estimate, Expected Value, and Risk Notes. | The VRIO Framework rates resources and capabilities on whether they are Valuable, Rare, Inimitable, and Organized. It compares strengths, risks, market logic, and courses of action. The result is captured as a VRIO table and strategic actions. | 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 | 15-45 min | 90-180 min | 45-90 min |
Participantsdifferent | 1-8 | 1-8 | 3-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Situation Assessment, Decision Loop, Action Updates | PERT Estimate, Expected Value, Risk Notes | VRIO Table, Strategic Actions | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | DecisionChangeLearningStrategy | EstimationUncertaintyRisk | StrategyDiagnosisBusiness modelCapability | AssumptionsRiskDecisionDiscovery |