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| Criterion |  Operations ABC Analysis |  Systems Thinking Leverage Points |  Delivery Cost of Delay |  Decision Making OODA Loop |
|---|---|---|---|---|
Purposedifferent | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | 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. | Helps clarify scope, order, and delivery flow in concrete terms. It makes work, constraints, and sequence manageable. The result is captured as a Cost of Delay table and prioritization sequence. | In dynamic situations, decisions become outdated faster than they can be prepared.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 | High | Medium |
Timedifferent | 30-60 min | Half day | 90-180 min | 15-60 min je Zyklus |
Participantsdifferent | 1-5 | 3-12 | 3-8 | 1-8 |
Formatdifferent | Async | Workshop | Workshop | Workshop + async |
Outputdifferent | ABC Classification, Focus Rules, Control List | Leverage Map, Action Strategy | CoD Table, Prioritization Sequence | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | PrioritizationOperationsPortfolio | Systems thinkingChangeStrategy | PrioritizationDeliveryEconomicsDecision | DecisionChangeLearningStrategy |