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| Criterion |  Team Design Team API |  Systems Thinking Leverage Points |  Decision Making DACI |  Decision Making OODA Loop |
|---|---|---|---|---|
Purposedifferent | When expectations between teams stay fuzzy, it describes how a team can be reached, used, and held accountable. It clarifies responsibility, interaction, and load between teams. The result is captured as a Team API document. | 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 cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. | In dynamic situations, decisions become outdated faster than they can be prepared.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 | Low | High | Low | Medium |
Timedifferent | Half day initial, dann laufend | Half day | 30-60 min | 15-60 min je Zyklus |
Participantsdifferent | Ein Team plus Stakeholder | 3-12 | 2-10 | 1-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Team API Document | Leverage Map, Action Strategy | DACI Matrix, Decision Owner, Decision Log | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | TeamAlignmentCommunicationService | Systems thinkingChangeStrategy | DecisionRolesGovernanceAlignment | DecisionChangeLearningStrategy |