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| Criterion |  Decision Making OODA Loop |  Systems Thinking Systems Mapping |  Decision Making Argument Mapping |  Systems Thinking Leverage Points |
|---|---|---|---|---|
Purposedifferent | In dynamic situations, decisions become outdated faster than they can be prepared.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. | Systems Mapping arranges elements, relationships, and boundaries so a complex field becomes legible at a glance. The overview stabilizes the overall picture before detail work or steering begins. | When statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests on. | 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. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | 15-60 min je Zyklus | 1-3 h | 1-3 h | Half day |
Participantsdifferent | 1-8 | 3-12 | 1-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Situation Assessment, Decision Loop, Action Updates | System Map, Dependencies, Leverage Points | Argument Map, Evidence Gaps, Decision Rationale | Leverage Map, Action Strategy |
Tagsno overlap | DecisionChangeLearningStrategy | Systems thinkingMappingBoundariesChange | SensemakingDecisionRationale | Systems thinkingChangeStrategy |