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| Criterion |  Systems Thinking Leverage Points |  Operations Root Cause Tree Analysis |  Decision Making OODA Loop |  Operations Root Cause 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. | For a problem with several suspected causes, the method builds a causal structure instead of a mere list. It makes visible how causes connect and where the strongest points of leverage lie. | In dynamic situations, decisions become outdated faster than they can be prepared.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 keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. |
Complexitydifferent | High | Medium | Medium | Medium |
Timedifferent | Half day | 1-3 h | 15-60 min je Zyklus | 1-4 h |
Participantsdifferent | 3-12 | 2-8 | 1-8 | 3-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Leverage Map, Action Strategy | Cause Tree, Evidence Notes, Countermeasures | Situation Assessment, Decision Loop, Action Updates | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan |
Tagsno overlap | Systems thinkingChangeStrategy | Root causeTreeIncidentQuality | DecisionChangeLearningStrategy | Root causeProblem solvingQualityIncident |