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| Criterion |  Decision Making OODA Loop |  Decision Making Wideband Delphi |  Decision Making Decision Rights Mapping |  Decision Making Delphi Method |
|---|---|---|---|---|
Purposedifferent | In dynamic situations, decisions become outdated faster than they can be prepared.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 opinion rarely holds up for planning when the future is genuinely uncertain. It separates options, evaluation criteria, and open risks. The result is captured as an Estimate Range, Assumption Log, and Expert Consensus Notes. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. |
Complexitydifferent | Medium | High | Medium | High |
Timedifferent | 15-60 min je Zyklus | 1-4 h or multiple rounds | 90-180 min | 1-4 Wochen |
Participantsdifferent | 1-8 | 4-12 Experten | 4-12 | 6-30 Experten |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Async |
Outputdifferent | Situation Assessment, Decision Loop, Action Updates | Estimate Range, Assumption Log, Expert Consensus Notes | Decision Rights Matrix, Agreement | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | DecisionChangeLearningStrategy | EstimationExpertsForecasting | DecisionGovernanceAlignmentResponsibility | ForecastingExpertsDecisionStrategy |