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| Criterion |  Decision Making OODA Loop |  Decision Making Three-Point Estimation |  Business Strategy Business Model Stress Test |  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Purposedifferent | In dynamic situations, decisions become outdated faster than they can be prepared.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. | A Business Model Stress Test checks how well a business model holds up under pressure and headwinds. It compares strengths, risks, market logic, and courses of action. The result is captured as a stress-test report and action plan per scenario. | 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 | High | Medium |
Timedifferent | 15-60 min je Zyklus | 10-30 min je Item | Half day | 15-45 min |
Participantsdifferent | 1-8 | 1-8 | 3-8 | 1-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Situation Assessment, Decision Loop, Action Updates | Three-Point Estimate, Risk Range, Assumption Notes | Stress Test Report, Action Plan per Scenario | PERT Estimate, Expected Value, Risk Notes |
Tagsno overlap | DecisionChangeLearningStrategy | EstimationUncertaintyForecasting | StrategyBusiness modelRiskDiagnosis | EstimationUncertaintyRisk |