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| Criterion |  Operations Process Mapping |  Decision Making Force Field Analysis |  Operations Gemba Walk |  Decision Making OODA Loop |
|---|---|---|---|---|
Purposedifferent | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | 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. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | In dynamic situations, decisions become outdated faster than they can be prepared.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 | Medium | Low | Low | Medium |
Timedifferent | 1-3 h | 45-90 min | 30-120 min | 15-60 min je Zyklus |
Participantsdifferent | 3-10 | 3-12 | 2-6 | 1-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Force Field Map, Change Levers, Risk Notes | Observation Notes, Improvement Ideas | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | ProcessOperationsImprovement | ChangeDecisionStrategy | LeanObservationProcessOperations | DecisionChangeLearningStrategy |