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| Criterion |  Decision Making OODA Loop |  Operations ABC Analysis |  Operations Failure Mode and Effects Analysis |  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Purposedifferent | In dynamic situations, decisions become outdated faster than they can be prepared.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. | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | 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. | 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 | Low | High | Low |
Timedifferent | 15-60 min je Zyklus | 30-60 min | 2-6 h | 45-90 min |
Participantsdifferent | 1-8 | 1-5 | 3-10 | 3-12 |
Formatdifferent | Workshop + async | Async | Workshop | Workshop |
Outputdifferent | Situation Assessment, Decision Loop, Action Updates | ABC Classification, Focus Rules, Control List | FMEA Table, Risk Priority, Mitigation Actions | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | DecisionChangeLearningStrategy | PrioritizationOperationsPortfolio | RiskQualityOperationsRoot cause | ChangeDecisionStrategy |