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| Criterion |  Operations PDCA Cycle |  Decision Making OODA Loop |  Facilitation Alignment Mapping |  Decision Making Force Field Analysis |
|---|---|---|---|---|
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 | In dynamic situations, decisions become outdated faster than they can be prepared.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 several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | 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. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 1 h bis mehrere Wochen | 15-60 min je Zyklus | 1-2 h | 45-90 min |
Participantsdifferent | 1-8 | 1-8 | 4-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Situation Assessment, Decision Loop, Action Updates | Alignment Map, Open Issues, Decision Questions | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | Continuous improvementLeanExperiments | DecisionChangeLearningStrategy | AlignmentStakeholdersStrategyFacilitation | ChangeDecisionStrategy |