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| Criterion |  Systems Thinking Systems Mapping |  Operations A3 Problem Solving |  Decision Making OODA Loop |  Operations Kepner-Tregoe |
|---|---|---|---|---|
Purposedifferent | Systems Mapping arranges elements, relationships, and boundaries so a complex field becomes legible at a glance. The overview stabilizes the overall picture before detail work or steering begins. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | In dynamic situations, decisions become outdated faster than they can be prepared.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 disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | 1-3 h | 45-90 min | 15-60 min je Zyklus | 2-8 h |
Participantsdifferent | 3-12 | 2-5 | 1-8 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | System Map, Dependencies, Leverage Points | A3 Report, Action Plan, Root Cause Analysis | Situation Assessment, Decision Loop, Action Updates | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | Systems thinkingMappingBoundariesChange | LeanProblem solvingCoachingOperations | DecisionChangeLearningStrategy | Problem solvingRoot causeDecisionOperations |