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| Criterion |  Systems Thinking Future Reality Tree |  Operations Kaizen Event |  Decision Making OODA Loop |  Operations After-Action Review |
|---|---|---|---|---|
Purposedifferent | 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. | For a tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. | In dynamic situations, decisions become outdated faster than they can be prepared.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. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. |
Complexitydifferent | High | Medium | Medium | Low |
Timedifferent | 2-4 h | 0.5-5 Tage | 15-60 min je Zyklus | 20-45 min |
Participantsdifferent | 3-8 | 4-10 | 1-8 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Situation Assessment, Decision Loop, Action Updates | Lessons learned, Action items, Event summary |
Tagsno overlap | Theory of ConstraintsSystems thinkingChange | LeanContinuous improvementOperations | DecisionChangeLearningStrategy | LearningOperationsImprovement |