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| Criterion |  Operations Bottleneck Analysis |  Decision Making OODA Loop |  Operations Root Cause Analysis |  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 | In dynamic situations, decisions become outdated faster than they can be prepared.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 a problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. | 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 | 1-4 h | 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 | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | FlowMeasurementConstraints | DecisionChangeLearningStrategy | Root causeProblem solvingQualityIncident | ChangeDecisionStrategy |