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| Criterion |  Decision Making Three-Point Estimation |  Decision Making OODA Loop |  Decision Making Wideband Delphi |  Systems Thinking Leverage Points |
|---|---|---|---|---|
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. | In dynamic situations, decisions become outdated faster than they can be prepared.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. | A single opinion rarely holds up for planning when the future is genuinely uncertain. It separates options, evaluation criteria, and open risks. The result is captured as an Estimate Range, Assumption Log, and Expert Consensus Notes. | 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. |
Complexitydifferent | Medium | Medium | High | High |
Timedifferent | 10-30 min je Item | 15-60 min je Zyklus | 1-4 h or multiple rounds | Half day |
Participantsdifferent | 1-8 | 1-8 | 4-12 Experten | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Three-Point Estimate, Risk Range, Assumption Notes | Situation Assessment, Decision Loop, Action Updates | Estimate Range, Assumption Log, Expert Consensus Notes | Leverage Map, Action Strategy |
Tagsno overlap | EstimationUncertaintyForecasting | DecisionChangeLearningStrategy | EstimationExpertsForecasting | Systems thinkingChangeStrategy |