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| Criterion |  Systems Thinking Leverage Points |  Decision Making OODA Loop |  Operations Fishbone Diagram |  Operations Failure Mode and Effects Analysis |
|---|---|---|---|---|
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. | In dynamic situations, decisions become outdated faster than they can be prepared.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. | When a problem has several possible contributing factors, the method sorts causes by cause areas. It prevents an initial hunch from blocking the view of other plausible drivers. | 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. |
Complexitydifferent | High | Medium | Low | High |
Timedifferent | Half day | 15-60 min je Zyklus | 30-60 min | 2-6 h |
Participantsdifferent | 3-12 | 1-8 | 2-8 | 3-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Leverage Map, Action Strategy | Situation Assessment, Decision Loop, Action Updates | Fishbone Diagram, Cause Categories, Investigation Backlog | FMEA Table, Risk Priority, Mitigation Actions |
Tagsno overlap | Systems thinkingChangeStrategy | DecisionChangeLearningStrategy | Root causeQualityOperations | RiskQualityOperationsRoot cause |