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| Criterion |  Operations ABC Analysis |  Decision Making OODA Loop |  Decision Making Assumption Surfacing |  Operations After-Action Review |
|---|---|---|---|---|
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. | In dynamic situations, decisions become outdated faster than they can be prepared.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. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 30-60 min | 15-60 min je Zyklus | 45-90 min | 20-45 min |
Participantsdifferent | 1-5 | 1-8 | 2-8 | 3-12 |
Formatdifferent | Async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | ABC Classification, Focus Rules, Control List | Situation Assessment, Decision Loop, Action Updates | Assumption List, Critical Assumptions, Learning Plan | Lessons learned, Action items, Event summary |
Tagsno overlap | PrioritizationOperationsPortfolio | DecisionChangeLearningStrategy | AssumptionsRiskDecisionDiscovery | LearningOperationsImprovement |