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| Criterion |  Business Strategy Scenario Planning |  Decision Making OODA Loop |  Decision Making Constraint Analysis |  Product Strategy DIBB |
|---|---|---|---|---|
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. | In dynamic situations, decisions become outdated faster than they can be prepared.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 an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. |
Complexitydifferent | High | Medium | Low | Low |
Timedifferent | 0.5-2 Tage | 15-60 min je Zyklus | 30-90 min | 1-2 h |
Participantsdifferent | 4-12 | 1-8 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Scenario Set, Strategic Implications, Robust Options | Situation Assessment, Decision Loop, Action Updates | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | DIBB document, Belief list, Bet list, Learning report |
Tagsno overlap | StrategyUncertaintyPlanning | DecisionChangeLearningStrategy | ConstraintsDecisionPlanningOptions | StrategyDecisionAssumptionsHypothesis |