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| Criterion |  Operations Root Cause Tree Analysis |  Decision Making Force Field Analysis |  Operations MORT 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 safety-relevant event or a system with high protection requirements, the method examines where controls failed. It exposes both technical and organizational gaps. | In dynamic situations, decisions become outdated faster than they can be prepared.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 | High | Medium |
Timedifferent | 1-3 h | 45-90 min | Mehrere Tage bis Wochen | 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 | MORT Worksheets, Findings per Branch, Corrective Actions, Systemic Recommendations | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | Root causeTreeIncidentQuality | ChangeDecisionStrategy | Root causeSafetySystemicIncident | DecisionChangeLearningStrategy |