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| Criterion |  Operations Root Cause Tree Analysis |  Decision Making Force Field Analysis |  Operations Barrier Analysis |  Decision Making OODA Loop |
|---|---|---|---|---|
Purposedifferent | For a problem with several suspected causes, the method builds a causal structure instead of a mere list. It makes visible how causes connect and where the strongest points of leverage lie. | 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 risk that can only be managed through multiple layers of protection, the method examines the effectiveness of each barrier. It shows where safeguards are missing, too weak, or fail under real conditions. | In dynamic situations, decisions become outdated faster than they can be prepared.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 | Medium | Medium |
Timedifferent | 1-3 h | 45-90 min | 2-4 h | 15-60 min je Zyklus |
Participantsdifferent | 2-8 | 3-12 | 2-6 | 1-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Cause Tree, Evidence Notes, Countermeasures | Force Field Map, Change Levers, Risk Notes | Barrier Inventory, Failure Analysis per Barrier, Action Backlog | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | Root causeTreeIncidentQuality | ChangeDecisionStrategy | Root causeSafetyIncident | DecisionChangeLearningStrategy |