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| Criterion |  Team Design Team Cognitive Load Assessment |  Decision Making Delphi Method |  Agile 4Ls Retrospective |  Decision Making OODA Loop |
|---|---|---|---|---|
Purposedifferent | When a team juggles too many domains, systems, or handoffs, it measures mental overload as an organizational problem. It clarifies responsibility, interaction, and load between teams. The result is captured as a cognitive-load profile and action list. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | When a sprint should not only be assessed but also learned from, it captures experience in clear learning categories. It records what worked, what's missing, and what should run differently next time. | In dynamic situations, decisions become outdated faster than they can be prepared.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 | Medium | High | Low | Medium |
Timedifferent | 60-90 min | 1-4 Wochen | 45–75 min | 15-60 min je Zyklus |
Participantsdifferent | 3-12 | 6-30 Experten | Team members involved | 1-8 |
Formatdifferent | Workshop + async | Async | Workshop | Workshop + async |
Outputdifferent | Cognitive Load Profile, Action List | Expert Forecast, Consensus Range, Assumption Notes | 4Ls Board, Learning Themes, Improvement Actions | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | TeamComplexityImprovementDiagnosis | ForecastingExpertsDecisionStrategy | RetrospectiveLearningReflectionTeam | DecisionChangeLearningStrategy |