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| Criterion |  Decision Making Risk Matrix |  Decision Making OODA Loop |  Decision Making Delphi Method |  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. | In dynamic situations, decisions become outdated faster than they can be prepared.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. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | 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 | High | Low |
Timedifferent | 30-60 min | 15-60 min je Zyklus | 1-4 Wochen | 45-90 min |
Participantsdifferent | 3-10 | 1-8 | 6-30 Experten | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop + async |
Outputdifferent | Risk Matrix, Top Risk List | Situation Assessment, Decision Loop, Action Updates | Expert Forecast, Consensus Range, Assumption Notes | Assumption List, Critical Assumptions, Learning Plan |
Tags1 shared | RiskDecisionPrioritizationAssessment | DecisionChangeLearningStrategy | ForecastingExpertsDecisionStrategy | AssumptionsRiskDecisionDiscovery |