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| Criterion |  Decision Making Red Teaming |  Systems Thinking Systems Mapping |  Systems Thinking Leverage Points |  Decision Making OODA Loop |
|---|---|---|---|---|
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. | 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. | 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 | In dynamic situations, decisions become outdated faster than they can be prepared.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 | High | Medium | High | Medium |
Timedifferent | 1-4 h | 1-3 h | Half day | 15-60 min je Zyklus |
Participantsdifferent | 3-8 | 3-12 | 3-12 | 1-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Challenge Findings, Risk Register, Mitigation Plan | System Map, Dependencies, Leverage Points | Leverage Map, Action Strategy | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | RiskDecisionSensemaking | Systems thinkingMappingBoundariesChange | Systems thinkingChangeStrategy | DecisionChangeLearningStrategy |