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| Criterion |  Operations Kepner-Tregoe |  Decision Making OODA Loop |  Operations After-Action Review |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | In dynamic situations, decisions become outdated faster than they can be prepared.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. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | High | Medium | Low | Low |
Timedifferent | 2-8 h | 15-60 min je Zyklus | 20-45 min | 15-30 min |
Participantsdifferent | 2-8 | 1-8 | 3-12 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Problem Analysis, Decision Analysis, Risk Plan | Situation Assessment, Decision Loop, Action Updates | Lessons learned, Action items, Event summary | Root cause notes, Countermeasures |
Tagsno overlap | Problem solvingRoot causeDecisionOperations | DecisionChangeLearningStrategy | LearningOperationsImprovement | Root causeIncidentLeanProblem solving |