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| Criterion |  Decision Making OODA Loop |  Systems Thinking VUCA Scan |  Business Strategy Three Horizons |  Decision Making Argument 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Purposedifferent | In dynamic situations, decisions become outdated faster than they can be prepared.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. | The VUCA Scan helps read difficult situations more precisely. Instead of treating unclarity as generally complicated, the method separates fast change, missing knowledge, systemic entanglement, and ambiguous interpretation. | Three Horizons helps clarify strategic options across different timeframes. It compares strengths, risks, market logic, and investment choices, and captures the result as a horizon map, portfolio view, and initiatives per horizon. | 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. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 15-60 min je Zyklus | 30-90 min | Halbtags-Workshop, dann iterativ | 1-3 h |
Participantsdifferent | 1-8 | 1-10 | 3-12 | 1-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Situation Assessment, Decision Loop, Action Updates | VUCA Map, Response Options, Signal and Learning Plan | Horizon map, Portfolio view, Initiatives per horizon, Resource plan | Argument Map, Evidence Gaps, Decision Rationale |
Tagsno overlap | DecisionChangeLearningStrategy | SensemakingUncertaintyComplexityStrategyForesight | StrategyInnovationPortfolioForesight | SensemakingDecisionRationale |