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| Criterion |  Operations Root Cause Tree Analysis |  Decision Making Force Field Analysis |  Decision Making OODA Loop |  Operations 5 Whys |
|---|---|---|---|---|
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. | In dynamic situations, decisions become outdated faster than they can be prepared.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. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 1-3 h | 45-90 min | 15-60 min je Zyklus | 15-30 min |
Participantsdifferent | 2-8 | 3-12 | 1-8 | 2-6 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Cause Tree, Evidence Notes, Countermeasures | Force Field Map, Change Levers, Risk Notes | Situation Assessment, Decision Loop, Action Updates | Root cause notes, Countermeasures |
Tagsno overlap | Root causeTreeIncidentQuality | ChangeDecisionStrategy | DecisionChangeLearningStrategy | Root causeIncidentLeanProblem solving |