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| Criterion |  Decision Making Option Framing |  Decision Making Risk Matrix |  Operations Change Analysis |  Decision Making OODA Loop |
|---|---|---|---|---|
Purposedifferent | In early decisions, alternatives are often still vague, incomplete, or blended together. Option Framing brings every possibility into a comparable form and makes visible which variant actually fits the question. | When a project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk List. | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | In dynamic situations, decisions become outdated faster than they can be prepared.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. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 45-120 min | 30-60 min | 45-120 min | 15-60 min je Zyklus |
Participantsdifferent | 3-8 | 3-10 | 2-6 | 1-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Option Frames, Assumption Notes, Comparable Shortlist, Decision Inputs | Risk Matrix, Top Risk List | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | OptionsDecision framingStrategyComparison | RiskDecisionPrioritizationAssessment | ChangeRoot causeTroubleshootingComparison | DecisionChangeLearningStrategy |