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| Criterion |  Decision Making Red Teaming |  Decision Making OODA Loop |  Product Discovery Learning Card |  Product Discovery Assumption Mapping |
|---|---|---|---|---|
Purposedifferent | For strategic decisions with high reach, agreement and gut feeling are often not enough. Red teaming brings deliberate opposition into the situation and tests where a plan breaks under real counterarguments. | In dynamic situations, decisions become outdated faster than they can be prepared.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. | The Learning Card connects traceable test results to a reasoned next action while keeping the limits of the insight visible. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. |
Complexitydifferent | High | Medium | Low | Medium |
Timedifferent | 1-4 h | 15-60 min je Zyklus | 25-40 min | 45-60 min |
Participantsdifferent | 3-8 | 1-8 | 1-5 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Challenge Findings, Risk Register, Mitigation Plan | Situation Assessment, Decision Loop, Action Updates | Learning Card with evidence and next action | Assumption map, Test backlog, Risk ranking |
Tagsno overlap | RiskDecisionSensemaking | DecisionChangeLearningStrategy | ExperimentsValidationDiscoveryLearning | AssumptionsRiskExperimentsValidation |