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| Criterion |  Operations Change Analysis |  Decision Making OODA Loop |  Decision Making Force Field Analysis |  Operations Kepner-Tregoe |
|---|---|---|---|---|
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. | In dynamic situations, decisions become outdated faster than they can be prepared.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. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. |
Complexitydifferent | Medium | Medium | Low | High |
Timedifferent | 45-120 min | 15-60 min je Zyklus | 45-90 min | 2-8 h |
Participantsdifferent | 2-6 | 1-8 | 3-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Situation Assessment, Decision Loop, Action Updates | Force Field Map, Change Levers, Risk Notes | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | DecisionChangeLearningStrategy | ChangeDecisionStrategy | Problem solvingRoot causeDecisionOperations |