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| Criterion |  Decision Making OODA Loop |  Operations Fishbone Diagram |  Operations Change Analysis |  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Purposedifferent | In dynamic situations, decisions become outdated faster than they can be prepared.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. | When a problem has several possible contributing factors, the method sorts causes by cause areas. It prevents an initial hunch from blocking the view of other plausible drivers. | 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. | 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 | Medium | High |
Timedifferent | 15-60 min je Zyklus | 30-60 min | 45-120 min | 2-8 h |
Participantsdifferent | 1-8 | 2-8 | 2-6 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Situation Assessment, Decision Loop, Action Updates | Fishbone Diagram, Cause Categories, Investigation Backlog | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | DecisionChangeLearningStrategy | Root causeQualityOperations | ChangeRoot causeTroubleshootingComparison | Problem solvingRoot causeDecisionOperations |