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| Criterion |  Business Strategy Scenario Planning |  Systems Thinking Leverage Points |  Decision Making Pre-Mortem |  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. | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. | In dynamic situations, decisions become outdated faster than they can be prepared.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 | Low | Medium |
Timedifferent | 0.5-2 Tage | Half day | 20–45 min | 15-60 min je Zyklus |
Participantsdifferent | 4-12 | 3-12 | Small cross-functional group | 1-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Scenario Set, Strategic Implications, Robust Options | Leverage Map, Action Strategy | Risk list, Mitigation plan, Assumption log | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | StrategyUncertaintyPlanning | Systems thinkingChangeStrategy | RiskDecisionFailurePlanning | DecisionChangeLearningStrategy |