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| Criterion |  Operations Standard Work Analysis |  Decision Making OODA Loop |  Decision Making Force Field Analysis |  Decision Making Delphi Method |
|---|---|---|---|---|
Purposedifferent | When the same task is done differently depending on the person, the method exposes the reliable core. It creates comparability without unnecessarily choking off needed latitude. | In dynamic situations, decisions become outdated faster than they can be prepared.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. | 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. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. |
Complexitydifferent | Medium | Medium | Low | High |
Timedifferent | 1-3 h | 15-60 min je Zyklus | 45-90 min | 1-4 Wochen |
Participantsdifferent | 2-6 | 1-8 | 3-12 | 6-30 Experten |
Formatdifferent | Workshop | Workshop + async | Workshop | Async |
Outputdifferent | Standard Work Sheet, Deviation List, Improved Standard, Training Needs | Situation Assessment, Decision Loop, Action Updates | Force Field Map, Change Levers, Risk Notes | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | LeanProcessQuality | DecisionChangeLearningStrategy | ChangeDecisionStrategy | ForecastingExpertsDecisionStrategy |