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| Criterion |  Decision Making Pre-Mortem |  Business Strategy VRIO Framework |  Systems Thinking Leverage Points |  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. | The VRIO Framework rates resources and capabilities on whether they are Valuable, Rare, Inimitable, and Organized. It compares strengths, risks, market logic, and courses of action. The result is captured as a VRIO table and strategic actions. | 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. | In dynamic situations, decisions become outdated faster than they can be prepared.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 | Medium | High | Medium |
Timedifferent | 20–45 min | 90-180 min | Half day | 15-60 min je Zyklus |
Participantsdifferent | Small cross-functional group | 3-6 | 3-12 | 1-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Risk list, Mitigation plan, Assumption log | VRIO Table, Strategic Actions | Leverage Map, Action Strategy | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | RiskDecisionFailurePlanning | StrategyDiagnosisBusiness modelCapability | Systems thinkingChangeStrategy | DecisionChangeLearningStrategy |