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| Criterion |  Decision Making OODA Loop |  Operations A3 Problem Solving |  Operations After-Action Review |  Decision Making Force Field Analysis |
|---|---|---|---|---|
Purposedifferent | In dynamic situations, decisions become outdated faster than they can be prepared.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 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. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 15-60 min je Zyklus | 45-90 min | 20-45 min | 45-90 min |
Participantsdifferent | 1-8 | 2-5 | 3-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Situation Assessment, Decision Loop, Action Updates | A3 Report, Action Plan, Root Cause Analysis | Lessons learned, Action items, Event summary | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | DecisionChangeLearningStrategy | LeanProblem solvingCoachingOperations | LearningOperationsImprovement | ChangeDecisionStrategy |