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| Criterion |  Decision Making Three-Point Estimation |  Decision Making Decision Tree |  Decision Making OODA Loop |  Product Strategy DIBB |
|---|---|---|---|---|
Purposedifferent | A single estimate for effort, time, or risk often looks too smooth for the real uncertainty behind it. It separates options, evaluation criteria, and open risks. The result is captured as a Three-Point Estimate, Risk Range, and Assumption Notes. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | In dynamic situations, decisions become outdated faster than they can be prepared.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. | 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 | Medium | Medium | Medium | Low |
Timedifferent | 10-30 min je Item | 30-90 min | 15-60 min je Zyklus | 1-2 h |
Participantsdifferent | 1-8 | 1-6 | 1-8 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Three-Point Estimate, Risk Range, Assumption Notes | Decision Tree, Option Map, Assumption List | Situation Assessment, Decision Loop, Action Updates | DIBB document, Belief list, Bet list, Learning report |
Tagsno overlap | EstimationUncertaintyForecasting | DecisionTreeOptions | DecisionChangeLearningStrategy | StrategyDecisionAssumptionsHypothesis |