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| Criterion |  Decision Making Risk Matrix |  Operations Change Analysis |  Decision Making OODA Loop |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
Purposedifferent | When a project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk List. | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | In dynamic situations, decisions become outdated faster than they can be prepared.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. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 30-60 min | 45-120 min | 15-60 min je Zyklus | 45-90 min |
Participantsdifferent | 3-10 | 2-6 | 1-8 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Risk Matrix, Top Risk List | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Situation Assessment, Decision Loop, Action Updates | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | RiskDecisionPrioritizationAssessment | ChangeRoot causeTroubleshootingComparison | DecisionChangeLearningStrategy | AssumptionsRiskDecisionDiscovery |