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| Criterion |  Decision Making OODA Loop |  Operations Root Cause Tree Analysis |  Operations Fishbone Diagram |  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Purposedifferent | In dynamic situations, decisions become outdated faster than they can be prepared.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. | For a problem with several suspected causes, the method builds a causal structure instead of a mere list. It makes visible how causes connect and where the strongest points of leverage lie. | When a problem has several possible contributing factors, the method sorts causes by cause areas. It prevents an initial hunch from blocking the view of other plausible drivers. | 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 | Medium | Low | High |
Timedifferent | 15-60 min je Zyklus | 1-3 h | 30-60 min | 2-6 h |
Participantsdifferent | 1-8 | 2-8 | 2-8 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Situation Assessment, Decision Loop, Action Updates | Cause Tree, Evidence Notes, Countermeasures | Fishbone Diagram, Cause Categories, Investigation Backlog | FMEA Table, Risk Priority, Mitigation Actions |
Tagsno overlap | DecisionChangeLearningStrategy | Root causeTreeIncidentQuality | Root causeQualityOperations | RiskQualityOperationsRoot cause |