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| Criterion |  Operations PDCA Cycle |  Decision Making Force Field Analysis |  Operations A3 Problem Solving |  Decision Making OODA Loop |
|---|---|---|---|---|
Purposedifferent | For an improvement that still has to prove itself in everyday work, the method runs it through small learning loops. It connects planning, checking, and standardization into a repeatable learning mode. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | In dynamic situations, decisions become outdated faster than they can be prepared.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. |
Complexitydifferent | Low | Low | Medium | Medium |
Timedifferent | 1 h bis mehrere Wochen | 45-90 min | 45-90 min | 15-60 min je Zyklus |
Participantsdifferent | 1-8 | 3-12 | 2-5 | 1-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Force Field Map, Change Levers, Risk Notes | A3 Report, Action Plan, Root Cause Analysis | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | Continuous improvementLeanExperiments | ChangeDecisionStrategy | LeanProblem solvingCoachingOperations | DecisionChangeLearningStrategy |