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| Criterion |  Decision Making OODA Loop |  Operations Learning Review |  Operations After-Action Review |  Agile Sprint Retrospective |
|---|---|---|---|---|
Purposedifferent | In dynamic situations, decisions become outdated faster than they can be prepared.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 a project phase with mixed results, the method makes learning from the individual case reusable. It connects events, decisions, and systemic conditions into robust insights. | 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. | When a sprint is over and friction shouldn't simply be carried forward, it opens the view onto collaboration and patterns. It creates space to see causes and changes together. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 15-60 min je Zyklus | 1-3 h | 20-45 min | Up to 3 hours for a one-month Sprint; shorter Sprints are usually shorter |
Participantsdifferent | 1-8 | 3-10 | 3-12 | Scrum Team |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Situation Assessment, Decision Loop, Action Updates | Learning Review Notes, System Factors, Improvement Actions | Lessons learned, Action items, Event summary | Improvement actions, Team agreements |
Tags1 shared | DecisionChangeLearningStrategy | LearningRetrospectiveIncidentOperations | LearningOperationsImprovement | RetrospectiveImprovementLearning |