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| Criterion |  Operations Fishbone Diagram |  Operations Failure Mode and Effects Analysis |  Decision Making OODA Loop |  Decision Making Force Field Analysis |
|---|---|---|---|---|
Purposedifferent | When a problem has several possible contributing factors, the method sorts causes by cause areas. It prevents an initial hunch from blocking the view of other plausible drivers. | For a process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. | In dynamic situations, decisions become outdated faster than they can be prepared.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. | 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. |
Complexitydifferent | Low | High | Medium | Low |
Timedifferent | 30-60 min | 2-6 h | 15-60 min je Zyklus | 45-90 min |
Participantsdifferent | 2-8 | 3-10 | 1-8 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Fishbone Diagram, Cause Categories, Investigation Backlog | FMEA Table, Risk Priority, Mitigation Actions | Situation Assessment, Decision Loop, Action Updates | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | Root causeQualityOperations | RiskQualityOperationsRoot cause | DecisionChangeLearningStrategy | ChangeDecisionStrategy |