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| Criterion |  Operations After-Action Review |  Decision Making OODA Loop |  Operations ALPEN Method |  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. | In dynamic situations, decisions become outdated faster than they can be prepared.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. | With an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | 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 | Medium | Low | Low |
Timedifferent | 20-45 min | 15-60 min je Zyklus | 10-20 min daily | 1-2 h |
Participantsdifferent | 3-12 | 1-8 | 1 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop + async |
Outputdifferent | Lessons learned, Action items, Event summary | Situation Assessment, Decision Loop, Action Updates | Daily Plan, Time Estimates, Review Notes | DIBB document, Belief list, Bet list, Learning report |
Tagsno overlap | LearningOperationsImprovement | DecisionChangeLearningStrategy | PlanningTime managementProductivityOperations | StrategyDecisionAssumptionsHypothesis |