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| Criterion |  Operations Change Analysis |  Systems Thinking Wardley Mapping |  Decision Making OODA Loop |  Systems Thinking Causal Loop Diagram |
|---|---|---|---|---|
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. | Wardley Mapping makes visible where an offering stands today and where it can evolve. The method connects user need, value chain, and evolution stages into a strategic basis for platform, build, or buy decisions. | In dynamic situations, decisions become outdated faster than they can be prepared.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. | A Causal Loop Diagram makes feedback, reinforcement, and balance in a system legible. It uncovers side effects and self-reinforcement that stay hidden in linear explanations. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 45-120 min | 1-3 h | 15-60 min je Zyklus | 1-3 h |
Participantsdifferent | 2-6 | 2-10 | 1-8 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Wardley Map, Strategic Options, Evolution Notes | Situation Assessment, Decision Loop, Action Updates | Causal Loop Diagram, Feedback Notes, Leverage Points |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | StrategySystems thinkingDynamics | DecisionChangeLearningStrategy | FeedbackSystems thinkingCausalityDynamics |