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| Criterion |  Decision Making OODA Loop |  Operations Causal Factor Analysis |  Decision Making Force Field Analysis |  Operations Change 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Purposedifferent | In dynamic situations, decisions become outdated faster than they can be prepared.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 an event with a complicated course, the method breaks down the contributing factors along the timeline. It shows how conditions, decisions, and reactions together produce a course of events. | 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. | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. |
Complexitydifferent | Medium | High | Low | Medium |
Timedifferent | 15-60 min je Zyklus | 2-6 h | 45-90 min | 45-120 min |
Participantsdifferent | 1-8 | 3-10 | 3-12 | 2-6 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Situation Assessment, Decision Loop, Action Updates | Event Timeline, Causal Factor Chart, Cause List, Corrective Actions | Force Field Map, Change Levers, Risk Notes | Change Matrix, Cause Hypotheses, Validation Questions, Action List |
Tagsno overlap | DecisionChangeLearningStrategy | CausalityIncidentRoot causeTimeline | ChangeDecisionStrategy | ChangeRoot causeTroubleshootingComparison |