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| Criterion |  Operations Change Analysis |  Decision Making OODA Loop |  Operations Ivy Lee Method |  Business Strategy Balanced Scorecard |
|---|---|---|---|---|
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 | In dynamic situations, decisions become outdated faster than they can be prepared.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. | With a restless workday full of too many open items, the method creates radical simplicity. It directs attention to a short sequence instead of a broad, still-open field. | 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. |
Complexitydifferent | Medium | Medium | Low | High |
Timedifferent | 45-120 min | 15-60 min je Zyklus | 5-10 min daily | Halber Tag bis mehrere Wochen |
Participantsdifferent | 2-6 | 1-8 | 1 | 4-12 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop + async |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Situation Assessment, Decision Loop, Action Updates | Daily Priority List, Completion Notes | Balanced Scorecard, Strategic Measures, Initiative Map |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | DecisionChangeLearningStrategy | PrioritizationProductivityExecution | StrategyMetricsExecution |