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| Criterion |  Operations Change Analysis |  Decision Making Pareto Analysis |  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. | In many problem situations, effect is distributed unequally across many causes. A Pareto Analysis separates the few drivers with high leverage from the long remainder and focuses attention on what measurably moves the needle. | In dynamic situations, decisions become outdated faster than they can be prepared.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 | Low | Medium |
Timedifferent | 45-120 min | 30-60 min | 15-60 min je Zyklus |
Participantsdifferent | 2-6 | 1-6 | 1-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Pareto Chart, Top Causes, Focus List | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | PrioritizationQualityFocusRoot cause | DecisionChangeLearningStrategy |
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