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| Criterion |  Operations Change Analysis |  Decision Making RAPID |  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. | In complex management decisions, clarity is often missing about who recommends, who agrees, and who makes the decision. RAPID creates this assignment and stabilizes decisions across several levels. | In dynamic situations, decisions become outdated faster than they can be prepared.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 | Medium | Medium | High |
Timedifferent | 45-120 min | 45-90 min | 15-60 min je Zyklus | 1-4 Wochen |
Participantsdifferent | 2-6 | 3-12 | 1-8 | 6-30 Experten |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Async |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | RAPID Role Map, Recommendation, Decision Log | Situation Assessment, Decision Loop, Action Updates | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | DecisionRolesGovernance | DecisionChangeLearningStrategy | ForecastingExpertsDecisionStrategy |