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| Criterion |  Decision Making OODA Loop |  Decision Making Three-Point Estimation |  Decision Making Assumption Surfacing |  Decision Making PERT Estimation |
|---|---|---|---|---|
Purposedifferent | In dynamic situations, decisions become outdated faster than they can be prepared.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. | A single estimate for effort, time, or risk often looks too smooth for the real uncertainty behind it. It separates options, evaluation criteria, and open risks. The result is captured as a Three-Point Estimate, Risk Range, and Assumption Notes. | 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. | 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. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 15-60 min je Zyklus | 10-30 min je Item | 45-90 min | 15-45 min |
Participantsdifferent | 1-8 | 1-8 | 2-8 | 1-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Situation Assessment, Decision Loop, Action Updates | Three-Point Estimate, Risk Range, Assumption Notes | Assumption List, Critical Assumptions, Learning Plan | PERT Estimate, Expected Value, Risk Notes |
Tagsno overlap | DecisionChangeLearningStrategy | EstimationUncertaintyForecasting | AssumptionsRiskDecisionDiscovery | EstimationUncertaintyRisk |