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| Criterion |  Decision Making OODA Loop |  Decision Making Risk Matrix |  Operations ABC Analysis |  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Purposedifferent | In dynamic situations, decisions become outdated faster than they can be prepared.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. | When a project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk List. | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | 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 | Low | Low | Low |
Timedifferent | 15-60 min je Zyklus | 30-60 min | 30-60 min | 45-90 min |
Participantsdifferent | 1-8 | 3-10 | 1-5 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop + async |
Outputdifferent | Situation Assessment, Decision Loop, Action Updates | Risk Matrix, Top Risk List | ABC Classification, Focus Rules, Control List | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | DecisionChangeLearningStrategy | RiskDecisionPrioritizationAssessment | PrioritizationOperationsPortfolio | AssumptionsRiskDecisionDiscovery |