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| Criterion |  Decision Making OODA Loop |  Systems Thinking Leverage Points |  Operations After-Action Review |  Systems Thinking Future Reality Tree |
|---|---|---|---|---|
Purposedifferent | In dynamic situations, decisions become outdated faster than they can be prepared.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. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | 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. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. |
Complexitydifferent | Medium | High | Low | High |
Timedifferent | 15-60 min je Zyklus | Half day | 20-45 min | 2-4 h |
Participantsdifferent | 1-8 | 3-12 | 3-12 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Situation Assessment, Decision Loop, Action Updates | Leverage Map, Action Strategy | Lessons learned, Action items, Event summary | Future Reality Tree, Negative Branches, Assumption List, Improved Injections |
Tagsno overlap | DecisionChangeLearningStrategy | Systems thinkingChangeStrategy | LearningOperationsImprovement | Theory of ConstraintsSystems thinkingChange |