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| Criterion |  Decision Making OODA Loop |  Systems Thinking Leverage Points |  Operations Learning Review |  Operations After-Action Review |
|---|---|---|---|---|
Purposedifferent | In dynamic situations, decisions become outdated faster than they can be prepared.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 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. |
Complexitydifferent | Medium | High | Medium | Low |
Timedifferent | 15-60 min je Zyklus | Half day | 1-3 h | 20-45 min |
Participantsdifferent | 1-8 | 3-12 | 3-10 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Situation Assessment, Decision Loop, Action Updates | Leverage Map, Action Strategy | Learning Review Notes, System Factors, Improvement Actions | Lessons learned, Action items, Event summary |
Tagsno overlap | DecisionChangeLearningStrategy | Systems thinkingChangeStrategy | LearningRetrospectiveIncidentOperations | LearningOperationsImprovement |