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| Criterion |  Decision Making Pre-Mortem |  Systems Thinking Leverage Points |  Business Strategy Value Chain Analysis |  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. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. | In dynamic situations, decisions become outdated faster than they can be prepared.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 | Value Chain Map, Lever List | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | RiskDecisionFailurePlanning | Systems thinkingChangeStrategy | StrategyBusiness modelDiagnosisAnalysis | DecisionChangeLearningStrategy |