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| Criterion |  Decision Making Risk Matrix |  Decision Making OODA Loop |  Decision Making Red Teaming |  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 | In dynamic situations, decisions become outdated faster than they can be prepared.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. | 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. | 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 h | 45-90 min |
Participantsdifferent | 3-10 | 1-8 | 3-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Risk Matrix, Top Risk List | Situation Assessment, Decision Loop, Action Updates | Challenge Findings, Risk Register, Mitigation Plan | Assumption List, Critical Assumptions, Learning Plan |
Tags1 shared | RiskDecisionPrioritizationAssessment | DecisionChangeLearningStrategy | RiskDecisionSensemaking | AssumptionsRiskDecisionDiscovery |