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| Criterion |  Operations Bottleneck Analysis |  Knowledge Modeling Feynman Technique |  Decision Making Constraint Analysis |  Decision Making OODA Loop |
|---|---|---|---|---|
Purposedifferent | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. | The Feynman Technique checks understanding by explaining a topic so that it stays easy for others to understand. It makes knowledge gaps visible before they become costly in everyday work. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | In dynamic situations, decisions become outdated faster than they can be prepared.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 | Medium | Low | Low | Medium |
Timedifferent | 1-3 h | 20-60 min | 30-90 min | 15-60 min je Zyklus |
Participantsdifferent | 3-8 | 1 | 2-8 | 1-8 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop + async |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Plain-language Explanation, Knowledge Gaps, Study Notes | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | FlowMeasurementConstraints | LearningKnowledgeUnderstanding | ConstraintsDecisionPlanningOptions | DecisionChangeLearningStrategy |