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| Criterion |  Team Design Team Cognitive Load Assessment |  Systems Thinking Leverage Points |  Decision Making OODA Loop |  Operations After-Action Review |
|---|---|---|---|---|
Purposedifferent | When a team juggles too many domains, systems, or handoffs, it measures mental overload as an organizational problem. It clarifies responsibility, interaction, and load between teams. The result is captured as a cognitive-load profile and action list. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | In dynamic situations, decisions become outdated faster than they can be prepared.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. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. |
Complexitydifferent | Medium | High | Medium | Low |
Timedifferent | 60-90 min | Half day | 15-60 min je Zyklus | 20-45 min |
Participantsdifferent | 3-12 | 3-12 | 1-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Cognitive Load Profile, Action List | Leverage Map, Action Strategy | Situation Assessment, Decision Loop, Action Updates | Lessons learned, Action items, Event summary |
Tagsno overlap | TeamComplexityImprovementDiagnosis | Systems thinkingChangeStrategy | DecisionChangeLearningStrategy | LearningOperationsImprovement |