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| Criterion |  Operations Change Analysis |  Decision Making Delphi Method |  Systems Thinking Current Reality Tree |  Decision Making OODA Loop |
|---|---|---|---|---|
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. | 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. | A Current Reality Tree condenses many symptoms into a few causal chains. The method makes visible which core problems drive several negative effects at once. | In dynamic situations, decisions become outdated faster than they can be prepared.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. |
Complexitydifferent | Medium | High | High | Medium |
Timedifferent | 45-120 min | 1-4 Wochen | 2-6 h | 15-60 min je Zyklus |
Participantsdifferent | 2-6 | 6-30 Experten | 3-8 | 1-8 |
Formatdifferent | Workshop + async | Async | Workshop | Workshop + async |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Expert Forecast, Consensus Range, Assumption Notes | Current Reality Tree, Core Problems, Intervention Ideas | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | ForecastingExpertsDecisionStrategy | Systems thinkingRoot causeConstraintsCausality | DecisionChangeLearningStrategy |