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| Criterion |  Decision Making Wideband Delphi |  Business Strategy Value Chain Analysis |  Decision Making OODA Loop |  Decision Making Delphi Method |
|---|---|---|---|---|
Purposedifferent | 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. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. | In dynamic situations, decisions become outdated faster than they can be prepared.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. | 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. |
Complexitydifferent | High | High | Medium | High |
Timedifferent | 1-4 h or multiple rounds | Half day | 15-60 min je Zyklus | 1-4 Wochen |
Participantsdifferent | 4-12 Experten | 3-8 | 1-8 | 6-30 Experten |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Async |
Outputdifferent | Estimate Range, Assumption Log, Expert Consensus Notes | Value Chain Map, Lever List | Situation Assessment, Decision Loop, Action Updates | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | EstimationExpertsForecasting | StrategyBusiness modelDiagnosisAnalysis | DecisionChangeLearningStrategy | ForecastingExpertsDecisionStrategy |