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| Criterion |  Operations Accountability Ladder |  Decision Making OODA Loop |  Business Strategy Value Chain Analysis |  Agile 4Ls Retrospective |
|---|---|---|---|---|
Purposedifferent | With defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. | In dynamic situations, decisions become outdated faster than they can be prepared.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. | 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. | When a sprint should not only be assessed but also learned from, it captures experience in clear learning categories. It records what worked, what's missing, and what should run differently next time. |
Complexitydifferent | Low | Medium | High | Low |
Timedifferent | 20-45 min | 15-60 min je Zyklus | Half day | 45–75 min |
Participantsdifferent | 1-8 | 1-8 | 3-8 | Team members involved |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Situation Assessment, Decision Loop, Action Updates | Value Chain Map, Lever List | 4Ls Board, Learning Themes, Improvement Actions |
Tagsno overlap | ResponsibilityLeadershipTeam | DecisionChangeLearningStrategy | StrategyBusiness modelDiagnosisAnalysis | RetrospectiveLearningReflectionTeam |