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| Criterion |  Decision Making OODA Loop |  Systems Thinking Leverage Points |  Operations Barrier 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Purposedifferent | In dynamic situations, decisions become outdated faster than they can be prepared.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. | 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. | For a risk that can only be managed through multiple layers of protection, the method examines the effectiveness of each barrier. It shows where safeguards are missing, too weak, or fail under real conditions. | 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 | High | Medium | Low |
Timedifferent | 15-60 min je Zyklus | Half day | 2-4 h | 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 | Leverage Map, Action Strategy | Barrier Inventory, Failure Analysis per Barrier, Action Backlog | Root cause notes, Countermeasures |
Tagsno overlap | DecisionChangeLearningStrategy | Systems thinkingChangeStrategy | Root causeSafetyIncident | Root causeIncidentLeanProblem solving |