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| Criterion |  Delivery Value Stream Mapping |  Decision Making Force Field Analysis |  Agile WSJF |  Decision Making OODA Loop |
|---|---|---|---|---|
Purposedifferent | When delivery work dissolves into wait times, handoffs, and hidden effort, Value Stream Mapping makes the actual flow visible. The method exposes bottlenecks, idle time, and feedback loops so lead time and improvement levers become tangible. | 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 many tasks compete for the same capacity, it orders work by economic impact. It makes time lost, benefit, and effort comparable 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 | In dynamic situations, decisions become outdated faster than they can be prepared.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. |
Complexitydifferent | Medium | Low | High | Medium |
Timedifferent | 1-3 h | 45-90 min | 45-90 min | 15-60 min je Zyklus |
Participantsdifferent | 4-10 | 3-12 | 3-10 | 1-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Current-state map, Future-state map, Bottleneck list | Force Field Map, Change Levers, Risk Notes | Ranked Backlog, Cost-of-Delay Assumptions | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | LeanFlowWasteDelivery | ChangeDecisionStrategy | LeanEconomicsSequencePrioritization | DecisionChangeLearningStrategy |