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| Criterion |  Decision Making Constraint Analysis |  Decision Making OODA Loop |  Operations MORT Analysis |  Operations 5 Whys |
|---|---|---|---|---|
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. | In dynamic situations, decisions become outdated faster than they can be prepared.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 a safety-relevant event or a system with high protection requirements, the method examines where controls failed. It exposes both technical and organizational gaps. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | Low | Medium | High | Low |
Timedifferent | 30-90 min | 15-60 min je Zyklus | Mehrere Tage bis Wochen | 15-30 min |
Participantsdifferent | 2-8 | 1-8 | 2-6 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | Situation Assessment, Decision Loop, Action Updates | MORT Worksheets, Findings per Branch, Corrective Actions, Systemic Recommendations | Root cause notes, Countermeasures |
Tagsno overlap | ConstraintsDecisionPlanningOptions | DecisionChangeLearningStrategy | Root causeSafetySystemicIncident | Root causeIncidentLeanProblem solving |