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| Criterion |  Systems Thinking Evaporating Cloud |  Operations Visual Management |  Decision Making OODA Loop |  Systems Thinking Future Reality Tree |
|---|---|---|---|---|
Purposedifferent | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | With high tempo and many parallel topics, the method makes status, deviations, and priorities visible at a glance. It reduces search effort and prevents what matters from getting lost in daily work. | In dynamic situations, decisions become outdated faster than they can be prepared.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. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. |
Complexitydifferent | Medium | Low | Medium | High |
Timedifferent | 60-120 min | Ongoing | 15-60 min je Zyklus | 2-4 h |
Participantsdifferent | 2-8 | 1-20 | 1-8 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Visual Board, Status Indicators, Exception Cues | Situation Assessment, Decision Loop, Action Updates | Future Reality Tree, Negative Branches, Assumption List, Improved Injections |
Tagsno overlap | Theory of ConstraintsAssumptionsSystems thinking | SignalsOperationsVisual management | DecisionChangeLearningStrategy | Theory of ConstraintsSystems thinkingChange |