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| Criterion |  Decision Making OODA Loop |  Operations 5 Whys |  Operations Learning Review |  Operations A3 Problem Solving |
|---|---|---|---|---|
Purposedifferent | In dynamic situations, decisions become outdated faster than they can be prepared.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 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. | After a project phase with mixed results, the method makes learning from the individual case reusable. It connects events, decisions, and systemic conditions into robust insights. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 15-60 min je Zyklus | 15-30 min | 1-3 h | 45-90 min |
Participantsdifferent | 1-8 | 2-6 | 3-10 | 2-5 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Situation Assessment, Decision Loop, Action Updates | Root cause notes, Countermeasures | Learning Review Notes, System Factors, Improvement Actions | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | DecisionChangeLearningStrategy | Root causeIncidentLeanProblem solving | LearningRetrospectiveIncidentOperations | LeanProblem solvingCoachingOperations |