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| Criterion |  Operations After-Action Review |  Operations ABC Analysis |  Decision Making Delphi Method |  Decision Making OODA Loop |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | 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. | In dynamic situations, decisions become outdated faster than they can be prepared.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 | Low | High | Medium |
Timedifferent | 20-45 min | 30-60 min | 1-4 Wochen | 15-60 min je Zyklus |
Participantsdifferent | 3-12 | 1-5 | 6-30 Experten | 1-8 |
Formatdifferent | Workshop + async | Async | Async | Workshop + async |
Outputdifferent | Lessons learned, Action items, Event summary | ABC Classification, Focus Rules, Control List | Expert Forecast, Consensus Range, Assumption Notes | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | LearningOperationsImprovement | PrioritizationOperationsPortfolio | ForecastingExpertsDecisionStrategy | DecisionChangeLearningStrategy |