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| Criterion |  Operations After-Action Review |  Systems Thinking Future Reality Tree |  Decision Making OODA Loop |  Product Strategy DIBB |
|---|---|---|---|---|
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. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | In dynamic situations, decisions become outdated faster than they can be prepared.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. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. |
Complexitydifferent | Low | High | Medium | Low |
Timedifferent | 20-45 min | 2-4 h | 15-60 min je Zyklus | 1-2 h |
Participantsdifferent | 3-12 | 3-8 | 1-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Lessons learned, Action items, Event summary | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Situation Assessment, Decision Loop, Action Updates | DIBB document, Belief list, Bet list, Learning report |
Tagsno overlap | LearningOperationsImprovement | Theory of ConstraintsSystems thinkingChange | DecisionChangeLearningStrategy | StrategyDecisionAssumptionsHypothesis |