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| Criterion |  Operations Change Analysis |  Decision Making OODA Loop |  Systems Thinking Leverage Points |  Systems Thinking Current Reality Tree |
|---|---|---|---|---|
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 | In dynamic situations, decisions become outdated faster than they can be prepared.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. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | 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. |
Complexitydifferent | Medium | Medium | High | High |
Timedifferent | 45-120 min | 15-60 min je Zyklus | Half day | 2-6 h |
Participantsdifferent | 2-6 | 1-8 | 3-12 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Situation Assessment, Decision Loop, Action Updates | Leverage Map, Action Strategy | Current Reality Tree, Core Problems, Intervention Ideas |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | DecisionChangeLearningStrategy | Systems thinkingChangeStrategy | Systems thinkingRoot causeConstraintsCausality |