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| Criterion |  Operations Visual Management |  Operations After-Action Review |  Business Strategy GAP Analysis |  Decision Making OODA Loop |
|---|---|---|---|---|
Purposedifferent | With high tempo and many parallel topics, the method makes status, deviations, and priorities visible at a glance. It reduces search effort and prevents what matters from getting lost in daily work. | 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. | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | In dynamic situations, decisions become outdated faster than they can be prepared.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 | Low | Low | Medium | Medium |
Timedifferent | Ongoing | 20-45 min | 1-3 h | 15-60 min je Zyklus |
Participantsdifferent | 1-20 | 3-12 | 2-8 | 1-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Lessons learned, Action items, Event summary | Gap Matrix, Action Plan, Risk Notes | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | SignalsOperationsVisual management | LearningOperationsImprovement | StrategyAnalysisPlanning | DecisionChangeLearningStrategy |