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| Criterion |  Decision Making Delphi Method |  Decision Making OODA Loop |  Operations Kepner-Tregoe |  Operations A3 Problem Solving |
|---|---|---|---|---|
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. | In dynamic situations, decisions become outdated faster than they can be prepared.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 disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. |
Complexitydifferent | High | Medium | High | Medium |
Timedifferent | 1-4 Wochen | 15-60 min je Zyklus | 2-8 h | 45-90 min |
Participantsdifferent | 6-30 Experten | 1-8 | 2-8 | 2-5 |
Formatdifferent | Async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Expert Forecast, Consensus Range, Assumption Notes | Situation Assessment, Decision Loop, Action Updates | Problem Analysis, Decision Analysis, Risk Plan | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | ForecastingExpertsDecisionStrategy | DecisionChangeLearningStrategy | Problem solvingRoot causeDecisionOperations | LeanProblem solvingCoachingOperations |