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| Criterion |  Operations Change Analysis |  Operations ABC Analysis |  Decision Making OODA Loop |  Operations After-Action Review |
|---|---|---|---|---|
Purposedifferent | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | In dynamic situations, decisions become outdated faster than they can be prepared.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. | 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. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 45-120 min | 30-60 min | 15-60 min je Zyklus | 20-45 min |
Participantsdifferent | 2-6 | 1-5 | 1-8 | 3-12 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop + async |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | ABC Classification, Focus Rules, Control List | Situation Assessment, Decision Loop, Action Updates | Lessons learned, Action items, Event summary |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | PrioritizationOperationsPortfolio | DecisionChangeLearningStrategy | LearningOperationsImprovement |