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| Criterion |  Systems Thinking Leverage Points |  Operations Gemba Walk |  Decision Making OODA Loop |
|---|---|---|---|
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. | 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 | In dynamic situations, decisions become outdated faster than they can be prepared.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. |
Complexitydifferent | High | Low | Medium |
Timedifferent | Half day | 30-120 min | 15-60 min je Zyklus |
Participantsdifferent | 3-12 | 2-6 | 1-8 |
Formatdifferent | Workshop | Workshop | Workshop + async |
Outputdifferent | Leverage Map, Action Strategy | Observation Notes, Improvement Ideas | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | Systems thinkingChangeStrategy | LeanObservationProcessOperations | DecisionChangeLearningStrategy |
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