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| Criterion |  Innovation Double Diamond |  Operations Standard Work Analysis |  Decision Making OODA Loop |  Decision Making Delphi Method |
|---|---|---|---|---|
Purposedifferent | For complex problems with a fuzzy situation, the method cleanly separates search space and decision. It first creates breadth in understanding and then focus in elaboration. This brings open questions, problem definition, and solution path into a traceable movement. | When the same task is done differently depending on the person, the method exposes the reliable core. It creates comparability without unnecessarily choking off needed latitude. | In dynamic situations, decisions become outdated faster than they can be prepared.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. | 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. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | Wochen bis Monate | 1-3 h | 15-60 min je Zyklus | 1-4 Wochen |
Participantsdifferent | 3-12 | 2-6 | 1-8 | 6-30 Experten |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Async |
Outputdifferent | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | Standard Work Sheet, Deviation List, Improved Standard, Training Needs | Situation Assessment, Decision Loop, Action Updates | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | ProcessDivergenceInnovation | LeanProcessQuality | DecisionChangeLearningStrategy | ForecastingExpertsDecisionStrategy |