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| Criterion |  Operations Bottleneck Analysis |  Decision Making OODA Loop |  Systems Thinking VUCA Scan |  Decision Making Cynefin Workshop |
|---|---|---|---|---|
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 | In dynamic situations, decisions become outdated faster than they can be prepared.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. | The VUCA Scan helps read difficult situations more precisely. Instead of treating unclarity as generally complicated, the method separates fast change, missing knowledge, systemic entanglement, and ambiguous interpretation. | When problems are unclear, chaotic, or only seemingly familiar, standard recipes fall short. A Cynefin Workshop sorts situations by the nature of their problem and connects them with matching action logic. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 1-3 h | 15-60 min je Zyklus | 30-90 min | 60-180 min |
Participantsdifferent | 3-8 | 1-8 | 1-10 | 4-20 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Situation Assessment, Decision Loop, Action Updates | VUCA Map, Response Options, Signal and Learning Plan | Cynefin Map, Domain-specific Actions, Sensemaking Notes |
Tagsno overlap | FlowMeasurementConstraints | DecisionChangeLearningStrategy | SensemakingUncertaintyComplexityStrategyForesight | ComplexitySensemakingDecision |