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| Criterion |  Decision Making Constraint Analysis |  Operations Bottleneck Analysis |  Decision Making OODA Loop |  Decision Making Decision Tree |
|---|---|---|---|---|
Purposedifferent | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | For a flow that backs up at one point, the method looks for the capacity limit with the greatest leverage. It explains why extra effort elsewhere barely improves throughput. | In dynamic situations, decisions become outdated faster than they can be prepared.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. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 30-90 min | 1-3 h | 15-60 min je Zyklus | 30-90 min |
Participantsdifferent | 2-8 | 3-8 | 1-8 | 1-6 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Bottleneck Map, Flow Metrics, Improvement Options, Follow-up Measures | Situation Assessment, Decision Loop, Action Updates | Decision Tree, Option Map, Assumption List |
Tagsno overlap | ConstraintsDecisionPlanningOptions | FlowMeasurementConstraints | DecisionChangeLearningStrategy | DecisionTreeOptions |