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| Criterion |  Decision Making OODA Loop |  Operations After-Action Review |  Product Strategy DIBB |  Operations Kepner-Tregoe |
|---|---|---|---|---|
Purposedifferent | In dynamic situations, decisions become outdated faster than they can be prepared.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. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. |
Complexitydifferent | Medium | Low | Low | High |
Timedifferent | 15-60 min je Zyklus | 20-45 min | 1-2 h | 2-8 h |
Participantsdifferent | 1-8 | 3-12 | 2-8 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Situation Assessment, Decision Loop, Action Updates | Lessons learned, Action items, Event summary | DIBB document, Belief list, Bet list, Learning report | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | DecisionChangeLearningStrategy | LearningOperationsImprovement | StrategyDecisionAssumptionsHypothesis | Problem solvingRoot causeDecisionOperations |