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| Criterion |  Operations Gemba Walk |  Systems Thinking Evaporating Cloud |  Decision Making OODA Loop |  Decision Making Force Field Analysis |
|---|---|---|---|---|
Purposedifferent | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | In dynamic situations, decisions become outdated faster than they can be prepared.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 | Medium | Medium | Low |
Timedifferent | 30-120 min | 60-120 min | 15-60 min je Zyklus | 45-90 min |
Participantsdifferent | 2-6 | 2-8 | 1-8 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Situation Assessment, Decision Loop, Action Updates | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | LeanObservationProcessOperations | Theory of ConstraintsAssumptionsSystems thinking | DecisionChangeLearningStrategy | ChangeDecisionStrategy |