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| Criterion |  Decision Making OODA Loop |  Decision Making Force Field Analysis |  Operations MORT Analysis |  Operations 5 Whys |
|---|---|---|---|---|
Purposedifferent | In dynamic situations, decisions become outdated faster than they can be prepared.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. | 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 safety-relevant event or a system with high protection requirements, the method examines where controls failed. It exposes both technical and organizational gaps. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | Medium | Low | High | Low |
Timedifferent | 15-60 min je Zyklus | 45-90 min | Mehrere Tage bis Wochen | 15-30 min |
Participantsdifferent | 1-8 | 3-12 | 2-6 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Situation Assessment, Decision Loop, Action Updates | Force Field Map, Change Levers, Risk Notes | MORT Worksheets, Findings per Branch, Corrective Actions, Systemic Recommendations | Root cause notes, Countermeasures |
Tagsno overlap | DecisionChangeLearningStrategy | ChangeDecisionStrategy | Root causeSafetySystemicIncident | Root causeIncidentLeanProblem solving |