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| Criterion |  Operations Change Analysis |  Systems Thinking Future Reality Tree |  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. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | In dynamic situations, decisions become outdated faster than they can be prepared.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 | 2-4 h | 15-60 min je Zyklus | 1-4 Wochen |
Participantsdifferent | 2-6 | 3-8 | 1-8 | 6-30 Experten |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Async |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Situation Assessment, Decision Loop, Action Updates | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | Theory of ConstraintsSystems thinkingChange | DecisionChangeLearningStrategy | ForecastingExpertsDecisionStrategy |