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| Criterion |  Decision Making Pareto Analysis |  Decision Making OODA Loop |  Operations Change Analysis |  Delivery Cost of Delay |
|---|---|---|---|---|
Purposedifferent | 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. | In dynamic situations, decisions become outdated faster than they can be prepared.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 deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | Helps clarify scope, order, and delivery flow in concrete terms. It makes work, constraints, and sequence manageable. The result is captured as a Cost of Delay table and prioritization sequence. |
Complexitydifferent | Low | Medium | Medium | High |
Timedifferent | 30-60 min | 15-60 min je Zyklus | 45-120 min | 90-180 min |
Participantsdifferent | 1-6 | 1-8 | 2-6 | 3-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Pareto Chart, Top Causes, Focus List | Situation Assessment, Decision Loop, Action Updates | Change Matrix, Cause Hypotheses, Validation Questions, Action List | CoD Table, Prioritization Sequence |
Tagsno overlap | PrioritizationQualityFocusRoot cause | DecisionChangeLearningStrategy | ChangeRoot causeTroubleshootingComparison | PrioritizationDeliveryEconomicsDecision |