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| Criterion |  Decision Making OODA Loop |  Systems Thinking Leverage Points |  Operations Kepner-Tregoe |  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Purposedifferent | In dynamic situations, decisions become outdated faster than they can be prepared.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 disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | 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 | High | Low |
Timedifferent | 15-60 min je Zyklus | Half day | 2-8 h | 15-30 min |
Participantsdifferent | 1-8 | 3-12 | 2-8 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Situation Assessment, Decision Loop, Action Updates | Leverage Map, Action Strategy | Problem Analysis, Decision Analysis, Risk Plan | Root cause notes, Countermeasures |
Tagsno overlap | DecisionChangeLearningStrategy | Systems thinkingChangeStrategy | Problem solvingRoot causeDecisionOperations | Root causeIncidentLeanProblem solving |