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| Criterion |  Operations After-Action Review |  Decision Making Delphi Method |  Operations Kepner-Tregoe |  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. | 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. | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | In dynamic situations, decisions become outdated faster than they can be prepared.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 | 20-45 min | 1-4 Wochen | 2-8 h | 15-60 min je Zyklus |
Participantsdifferent | 3-12 | 6-30 Experten | 2-8 | 1-8 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop + async |
Outputdifferent | Lessons learned, Action items, Event summary | Expert Forecast, Consensus Range, Assumption Notes | Problem Analysis, Decision Analysis, Risk Plan | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | LearningOperationsImprovement | ForecastingExpertsDecisionStrategy | Problem solvingRoot causeDecisionOperations | DecisionChangeLearningStrategy |