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| Criterion |  Decision Making Risk Matrix |  Decision Making OODA Loop |  Operations ABC Analysis |  Business Strategy Ansoff Matrix |
|---|---|---|---|---|
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. | In dynamic situations, decisions become outdated faster than they can be prepared.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. | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | The Ansoff Matrix organizes growth options by market and product relation. It helps weigh expansion, diversification, and adaptation cleanly against each other. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 30-60 min | 15-60 min je Zyklus | 30-60 min | 45-90 min |
Participantsdifferent | 3-10 | 1-8 | 1-5 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop + async |
Outputdifferent | Risk Matrix, Top Risk List | Situation Assessment, Decision Loop, Action Updates | ABC Classification, Focus Rules, Control List | Ansoff Matrix, Growth Options, Risk Notes |
Tagsno overlap | RiskDecisionPrioritizationAssessment | DecisionChangeLearningStrategy | PrioritizationOperationsPortfolio | GrowthStrategyMarketPortfolio |