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| Criterion |  Decision Making OODA Loop |  Operations After-Action Review |  Decision Making Decision Rights Mapping |  Operations RACI Matrix |
|---|---|---|---|---|
Purposedifferent | In dynamic situations, decisions become outdated faster than they can be prepared.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. | 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 organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | With unclear responsibilities across several roles or areas, the method creates unambiguous accountability logic. It reduces friction because decision, execution, contribution, and information become separately visible. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 15-60 min je Zyklus | 20-45 min | 90-180 min | 45-90 min |
Participantsdifferent | 1-8 | 3-12 | 4-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Situation Assessment, Decision Loop, Action Updates | Lessons learned, Action items, Event summary | Decision Rights Matrix, Agreement | RACI Matrix, Responsibility Map, Decision Notes |
Tagsno overlap | DecisionChangeLearningStrategy | LearningOperationsImprovement | DecisionGovernanceAlignmentResponsibility | RolesResponsibilityGovernanceOperations |