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| Criterion |  Business Strategy Scenario Planning |  Decision Making OODA Loop |  Decision Making Pre-Mortem |  Decision Making Constraint Analysis |
|---|---|---|---|---|
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 | In dynamic situations, decisions become outdated faster than they can be prepared.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. | 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. | 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. |
Complexitydifferent | High | Medium | Low | Low |
Timedifferent | 0.5-2 Tage | 15-60 min je Zyklus | 20–45 min | 30-90 min |
Participantsdifferent | 4-12 | 1-8 | Small cross-functional group | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Scenario Set, Strategic Implications, Robust Options | Situation Assessment, Decision Loop, Action Updates | Risk list, Mitigation plan, Assumption log | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | StrategyUncertaintyPlanning | DecisionChangeLearningStrategy | RiskDecisionFailurePlanning | ConstraintsDecisionPlanningOptions |