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| Criterion |  Operations After-Action Review |  Systems Thinking Leverage Points |  Business Strategy GAP Analysis |  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. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | In dynamic situations, decisions become outdated faster than they can be prepared.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 | Medium | Medium |
Timedifferent | 20-45 min | Half day | 1-3 h | 15-60 min je Zyklus |
Participantsdifferent | 3-12 | 3-12 | 2-8 | 1-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Lessons learned, Action items, Event summary | Leverage Map, Action Strategy | Gap Matrix, Action Plan, Risk Notes | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | LearningOperationsImprovement | Systems thinkingChangeStrategy | StrategyAnalysisPlanning | DecisionChangeLearningStrategy |