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| Criterion |  Decision Making Pre-Mortem |  Systems Thinking Leverage Points |  Business Strategy Business Model Stress Test |  Decision Making OODA Loop |
|---|---|---|---|---|
Purposedifferent | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | 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. | In dynamic situations, decisions become outdated faster than they can be prepared.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 | Low | High | High | Medium |
Timedifferent | 20–45 min | Half day | Half day | 15-60 min je Zyklus |
Participantsdifferent | Small cross-functional group | 3-12 | 3-8 | 1-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Risk list, Mitigation plan, Assumption log | Leverage Map, Action Strategy | Stress Test Report, Action Plan per Scenario | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | RiskDecisionFailurePlanning | Systems thinkingChangeStrategy | StrategyBusiness modelRiskDiagnosis | DecisionChangeLearningStrategy |