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| Criterion |  Decision Making PERT Estimation |  Systems Thinking Systems Mapping |  Product Strategy DIBB |  Decision Making OODA Loop |
|---|---|---|---|---|
Purposedifferent | 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. | Systems Mapping arranges elements, relationships, and boundaries so a complex field becomes legible at a glance. The overview stabilizes the overall picture before detail work or steering begins. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. | In dynamic situations, decisions become outdated faster than they can be prepared.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 | Medium | Low | Medium |
Timedifferent | 15-45 min | 1-3 h | 1-2 h | 15-60 min je Zyklus |
Participantsdifferent | 1-8 | 3-12 | 2-8 | 1-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | PERT Estimate, Expected Value, Risk Notes | System Map, Dependencies, Leverage Points | DIBB document, Belief list, Bet list, Learning report | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | EstimationUncertaintyRisk | Systems thinkingMappingBoundariesChange | StrategyDecisionAssumptionsHypothesis | DecisionChangeLearningStrategy |