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| Criterion |  Decision Making OODA Loop |  Agile WSJF |  Operations ABC Analysis |  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Purposedifferent | In dynamic situations, decisions become outdated faster than they can be prepared.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. | When many tasks compete for the same capacity, it orders work by economic impact. It makes time lost, benefit, and effort comparable together. | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | 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 | Low | Low |
Timedifferent | 15-60 min je Zyklus | 45-90 min | 30-60 min | 20-45 min |
Participantsdifferent | 1-8 | 3-10 | 1-5 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop + async |
Outputdifferent | Situation Assessment, Decision Loop, Action Updates | Ranked Backlog, Cost-of-Delay Assumptions | ABC Classification, Focus Rules, Control List | Lessons learned, Action items, Event summary |
Tagsno overlap | DecisionChangeLearningStrategy | LeanEconomicsSequencePrioritization | PrioritizationOperationsPortfolio | LearningOperationsImprovement |