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| Criterion |  Decision Making OODA Loop |  Decision Making Pareto Analysis |  Operations Kepner-Tregoe |  Operations Failure Mode and Effects Analysis |
|---|---|---|---|---|
Purposedifferent | In dynamic situations, decisions become outdated faster than they can be prepared.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. | In many problem situations, effect is distributed unequally across many causes. A Pareto Analysis separates the few drivers with high leverage from the long remainder and focuses attention on what measurably moves the needle. | 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 process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. |
Complexitydifferent | Medium | Low | High | High |
Timedifferent | 15-60 min je Zyklus | 30-60 min | 2-8 h | 2-6 h |
Participantsdifferent | 1-8 | 1-6 | 2-8 | 3-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Situation Assessment, Decision Loop, Action Updates | Pareto Chart, Top Causes, Focus List | Problem Analysis, Decision Analysis, Risk Plan | FMEA Table, Risk Priority, Mitigation Actions |
Tagsno overlap | DecisionChangeLearningStrategy | PrioritizationQualityFocusRoot cause | Problem solvingRoot causeDecisionOperations | RiskQualityOperationsRoot cause |