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| Criterion |  Operations Bottleneck Analysis |  Decision Making OODA Loop |  Product Strategy KPI Tree |  Decision Making Force Field Analysis |
|---|---|---|---|---|
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. | In dynamic situations, decisions become outdated faster than they can be prepared.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. | When metrics across the organization drift apart, it arranges drivers and effects under one shared logic. It connects customer value, product logic, and decision priorities. The result is captured as a KPI tree and owner list. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 1-3 h | 15-60 min je Zyklus | 90-180 min initial, dann laufend | 45-90 min |
Participantsdifferent | 3-8 | 1-8 | 3-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Situation Assessment, Decision Loop, Action Updates | KPI Tree, Owner List | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | FlowMeasurementConstraints | DecisionChangeLearningStrategy | MetricsStrategyAlignmentMeasurement | ChangeDecisionStrategy |