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| Criterion |  Operations Fishbone Diagram |  Decision Making OODA Loop |  Operations Change Analysis |  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. | In dynamic situations, decisions become outdated faster than they can be prepared.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 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 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 | Medium | Medium | Low |
Timedifferent | 30-60 min | 15-60 min je Zyklus | 45-120 min | 45-90 min |
Participantsdifferent | 2-8 | 1-8 | 2-6 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Fishbone Diagram, Cause Categories, Investigation Backlog | Situation Assessment, Decision Loop, Action Updates | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | Root causeQualityOperations | DecisionChangeLearningStrategy | ChangeRoot causeTroubleshootingComparison | ChangeDecisionStrategy |