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| Criterion |  Operations Kaizen Event |  Decision Making Delphi Method |  Facilitation Stakeholder Mapping |  Decision Making OODA Loop |
|---|---|---|---|---|
Purposedifferent | 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. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. | In dynamic situations, decisions become outdated faster than they can be prepared.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. |
Complexitydifferent | Medium | High | Low | Medium |
Timedifferent | 0.5-5 Tage | 1-4 Wochen | 60–90 min | 15-60 min je Zyklus |
Participantsdifferent | 4-10 | 6-30 Experten | 2-8 | 1-8 |
Formatdifferent | Workshop | Async | Workshop + async | Workshop + async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Expert Forecast, Consensus Range, Assumption Notes | Stakeholder Map, Engagement Plan, Risk Notes | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | LeanContinuous improvementOperations | ForecastingExpertsDecisionStrategy | StakeholdersAlignmentFacilitationChange | DecisionChangeLearningStrategy |