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| Criterion |  Operations Gemba Walk |  Decision Making Force Field Analysis |  Decision Making OODA Loop |  Operations A3 Problem Solving |
|---|---|---|---|---|
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. | 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. | In dynamic situations, decisions become outdated faster than they can be prepared.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 complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. |
Complexitydifferent | Low | Low | Medium | Medium |
Timedifferent | 30-120 min | 45-90 min | 15-60 min je Zyklus | 45-90 min |
Participantsdifferent | 2-6 | 3-12 | 1-8 | 2-5 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Observation Notes, Improvement Ideas | Force Field Map, Change Levers, Risk Notes | Situation Assessment, Decision Loop, Action Updates | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | LeanObservationProcessOperations | ChangeDecisionStrategy | DecisionChangeLearningStrategy | LeanProblem solvingCoachingOperations |