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| Criterion |  Operations Fishbone Diagram |  Decision Making OODA Loop |  Operations Kepner-Tregoe |  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 | In dynamic situations, decisions become outdated faster than they can be prepared.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 disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | 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 | High | Low |
Timedifferent | 30-60 min | 15-60 min je Zyklus | 2-8 h | 45-90 min |
Participantsdifferent | 2-8 | 1-8 | 2-8 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Fishbone Diagram, Cause Categories, Investigation Backlog | Situation Assessment, Decision Loop, Action Updates | Problem Analysis, Decision Analysis, Risk Plan | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | Root causeQualityOperations | DecisionChangeLearningStrategy | Problem solvingRoot causeDecisionOperations | ChangeDecisionStrategy |