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| Criterion |  Decision Making OODA Loop |  Decision Making Pre-Mortem |  Business Strategy GAP Analysis |  Decision Making Constraint Analysis |
|---|---|---|---|---|
Purposedifferent | In dynamic situations, decisions become outdated faster than they can be prepared.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. | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. | 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 an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 15-60 min je Zyklus | 20–45 min | 1-3 h | 30-90 min |
Participantsdifferent | 1-8 | Small cross-functional group | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Situation Assessment, Decision Loop, Action Updates | Risk list, Mitigation plan, Assumption log | Gap Matrix, Action Plan, Risk Notes | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | DecisionChangeLearningStrategy | RiskDecisionFailurePlanning | StrategyAnalysisPlanning | ConstraintsDecisionPlanningOptions |