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| Criterion |  Operations ABC Analysis |  Decision Making OODA Loop |  Decision Making Trade-off Analysis |  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 | In dynamic situations, decisions become outdated faster than they can be prepared.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. | With limited resources, quality, speed, cost, and risk almost always compete with each other. Trade-off Analysis makes these tensions explicit and prevents decisions from producing hidden side effects. | 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 | Medium | Low |
Timedifferent | 30-60 min | 15-60 min je Zyklus | 45-120 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 | Trade-off Matrix, Criteria List, Decision Rationale, Accepted Downsides | Lessons learned, Action items, Event summary |
Tagsno overlap | PrioritizationOperationsPortfolio | DecisionChangeLearningStrategy | TradeoffsDecisionCriteriaOptions | LearningOperationsImprovement |