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| Criterion |  Operations Gemba Walk |  Decision Making OODA Loop |  Operations After-Action Review |  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. | In dynamic situations, decisions become outdated faster than they can be prepared.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. | 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 | Low | Low |
Timedifferent | 30-120 min | 15-60 min je Zyklus | 20-45 min | 45-90 min |
Participantsdifferent | 2-6 | 1-8 | 3-12 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Observation Notes, Improvement Ideas | Situation Assessment, Decision Loop, Action Updates | Lessons learned, Action items, Event summary | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | LeanObservationProcessOperations | DecisionChangeLearningStrategy | LearningOperationsImprovement | ChangeDecisionStrategy |