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| Criterion |  Operations Root Cause Tree Analysis |  Decision Making OODA Loop |  Operations MORT Analysis |  Decision Making Force Field Analysis |
|---|---|---|---|---|
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 | In dynamic situations, decisions become outdated faster than they can be prepared.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 safety-relevant event or a system with high protection requirements, the method examines where controls failed. It exposes both technical and organizational gaps. | 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. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | 1-3 h | 15-60 min je Zyklus | Mehrere Tage bis Wochen | 45-90 min |
Participantsdifferent | 2-8 | 1-8 | 2-6 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Cause Tree, Evidence Notes, Countermeasures | Situation Assessment, Decision Loop, Action Updates | MORT Worksheets, Findings per Branch, Corrective Actions, Systemic Recommendations | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | Root causeTreeIncidentQuality | DecisionChangeLearningStrategy | Root causeSafetySystemicIncident | ChangeDecisionStrategy |