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| Criterion |  Engineering Kanban |  Decision Making OODA Loop |  Decision Making Force Field Analysis |  Delivery Cost of Delay |
|---|---|---|---|---|
Purposedifferent | When work sits in too many parallel streams, throughput suffers and no one sees the bottlenecks. Kanban makes the flow of work visible and limits overload so a system becomes calmer and more predictable. | In dynamic situations, decisions become outdated faster than they can be prepared.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. | Helps clarify scope, order, and delivery flow in concrete terms. It makes work, constraints, and sequence manageable. The result is captured as a Cost of Delay table and prioritization sequence. |
Complexitydifferent | Medium | Medium | Low | High |
Timedifferent | Ongoing | 15-60 min je Zyklus | 45-90 min | 90-180 min |
Participantsdifferent | 2-12 | 1-8 | 3-12 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Kanban board, WIP policies, Flow metrics | Situation Assessment, Decision Loop, Action Updates | Force Field Map, Change Levers, Risk Notes | CoD Table, Prioritization Sequence |
Tagsno overlap | FlowVisual managementDelivery | DecisionChangeLearningStrategy | ChangeDecisionStrategy | PrioritizationDeliveryEconomicsDecision |