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| Criterion |  Operations Fault Tree Analysis |  Decision Making Force Field Analysis |  Operations Change Analysis |  Decision Making OODA Loop |
|---|---|---|---|---|
Purposedifferent | For a critical top event with several possible triggers, the method logically models failure paths. It makes visible which combinations of conditions can lead to damage. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | In dynamic situations, decisions become outdated faster than they can be prepared.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 | Medium | Medium |
Timedifferent | 2-6 h | 45-90 min | 45-120 min | 15-60 min je Zyklus |
Participantsdifferent | 3-8 | 3-12 | 2-6 | 1-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Fault Tree, Critical Paths, Cause Hypotheses, Control Actions | Force Field Map, Change Levers, Risk Notes | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | RiskRoot causeSafety | ChangeDecisionStrategy | ChangeRoot causeTroubleshootingComparison | DecisionChangeLearningStrategy |