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| Criterion |  Operations Change Analysis |  Business Strategy Balanced Scorecard |  Decision Making OODA Loop |  Decision Making Delphi Method |
|---|---|---|---|---|
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. | Balanced Scorecard translates strategy into a few interconnected perspectives and metrics. It holds impact, steering, and learning together in daily work instead of narrowing strategy down to financial figures. | In dynamic situations, decisions become outdated faster than they can be prepared.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 knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. |
Complexitydifferent | Medium | High | Medium | High |
Timedifferent | 45-120 min | Halber Tag bis mehrere Wochen | 15-60 min je Zyklus | 1-4 Wochen |
Participantsdifferent | 2-6 | 4-12 | 1-8 | 6-30 Experten |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Async |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Balanced Scorecard, Strategic Measures, Initiative Map | Situation Assessment, Decision Loop, Action Updates | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | StrategyMetricsExecution | DecisionChangeLearningStrategy | ForecastingExpertsDecisionStrategy |