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| Criterion |  Business Strategy Scenario Planning |  Systems Thinking Leverage Points |  Decision Making Decision Tree |  Decision Making OODA Loop |
|---|---|---|---|---|
Purposedifferent | Scenario Planning opens the view to several plausible futures instead of a single forecast. The method protects strategies from depending on too narrow an expected path. | 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. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | In dynamic situations, decisions become outdated faster than they can be prepared.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 | High | Medium | Medium |
Timedifferent | 0.5-2 Tage | Half day | 30-90 min | 15-60 min je Zyklus |
Participantsdifferent | 4-12 | 3-12 | 1-6 | 1-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Scenario Set, Strategic Implications, Robust Options | Leverage Map, Action Strategy | Decision Tree, Option Map, Assumption List | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | StrategyUncertaintyPlanning | Systems thinkingChangeStrategy | DecisionTreeOptions | DecisionChangeLearningStrategy |