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| Criterion |  Decision Making Delphi Method |  Operations Gemba Walk |  Operations After-Action Review |  Decision Making OODA Loop |
|---|---|---|---|---|
Purposedifferent | 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. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | In dynamic situations, decisions become outdated faster than they can be prepared.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 | High | Low | Low | Medium |
Timedifferent | 1-4 Wochen | 30-120 min | 20-45 min | 15-60 min je Zyklus |
Participantsdifferent | 6-30 Experten | 2-6 | 3-12 | 1-8 |
Formatdifferent | Async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Expert Forecast, Consensus Range, Assumption Notes | Observation Notes, Improvement Ideas | Lessons learned, Action items, Event summary | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | ForecastingExpertsDecisionStrategy | LeanObservationProcessOperations | LearningOperationsImprovement | DecisionChangeLearningStrategy |