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| Criterion |  Operations After-Action Review |  Decision Making OODA Loop |  Systems Thinking Future Reality Tree |  Decision Making Delphi Method |
|---|---|---|---|---|
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 | In dynamic situations, decisions become outdated faster than they can be prepared.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. | 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. | 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. |
Complexitydifferent | Low | Medium | High | High |
Timedifferent | 20-45 min | 15-60 min je Zyklus | 2-4 h | 1-4 Wochen |
Participantsdifferent | 3-12 | 1-8 | 3-8 | 6-30 Experten |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Async |
Outputdifferent | Lessons learned, Action items, Event summary | Situation Assessment, Decision Loop, Action Updates | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | LearningOperationsImprovement | DecisionChangeLearningStrategy | Theory of ConstraintsSystems thinkingChange | ForecastingExpertsDecisionStrategy |