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| Criterion |  Systems Thinking Leverage Points |  Operations Failure Mode and Effects Analysis |  Decision Making OODA Loop |  Operations Kepner-Tregoe |
|---|---|---|---|---|
Purposedifferent | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | For a process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. | In dynamic situations, decisions become outdated faster than they can be prepared.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 disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. |
Complexitydifferent | High | High | Medium | High |
Timedifferent | Half day | 2-6 h | 15-60 min je Zyklus | 2-8 h |
Participantsdifferent | 3-12 | 3-10 | 1-8 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Leverage Map, Action Strategy | FMEA Table, Risk Priority, Mitigation Actions | Situation Assessment, Decision Loop, Action Updates | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | Systems thinkingChangeStrategy | RiskQualityOperationsRoot cause | DecisionChangeLearningStrategy | Problem solvingRoot causeDecisionOperations |