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| Criterion |  Decision Making OODA Loop |  Decision Making Red Teaming |  Product Strategy DIBB |  Product Discovery Assumption 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Purposedifferent | In dynamic situations, decisions become outdated faster than they can be prepared.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. | For strategic decisions with high reach, agreement and gut feeling are often not enough. Red teaming brings deliberate opposition into the situation and tests where a plan breaks under real counterarguments. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. |
Complexitydifferent | Medium | High | Low | Medium |
Timedifferent | 15-60 min je Zyklus | 1-4 h | 1-2 h | 45-60 min |
Participantsdifferent | 1-8 | 3-8 | 2-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Situation Assessment, Decision Loop, Action Updates | Challenge Findings, Risk Register, Mitigation Plan | DIBB document, Belief list, Bet list, Learning report | Assumption map, Test backlog, Risk ranking |
Tagsno overlap | DecisionChangeLearningStrategy | RiskDecisionSensemaking | StrategyDecisionAssumptionsHypothesis | AssumptionsRiskExperimentsValidation |