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| Criterion |  Decision Making Risk Matrix |  Decision Making OODA Loop |  Operations ABC Analysis |  Operations After-Action Review |
|---|---|---|---|---|
Purposedifferent | When a project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk List. | In dynamic situations, decisions become outdated faster than they can be prepared.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. | 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 | Low | Medium | Low | Low |
Timedifferent | 30-60 min | 15-60 min je Zyklus | 30-60 min | 20-45 min |
Participantsdifferent | 3-10 | 1-8 | 1-5 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop + async |
Outputdifferent | Risk Matrix, Top Risk List | Situation Assessment, Decision Loop, Action Updates | ABC Classification, Focus Rules, Control List | Lessons learned, Action items, Event summary |
Tagsno overlap | RiskDecisionPrioritizationAssessment | DecisionChangeLearningStrategy | PrioritizationOperationsPortfolio | LearningOperationsImprovement |