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| Criterion |  Operations Visual Management |  Operations Change Analysis |  Decision Making Delphi Method |  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. | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | 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. | In dynamic situations, decisions become outdated faster than they can be prepared.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 | Medium | High | Medium |
Timedifferent | Ongoing | 45-120 min | 1-4 Wochen | 15-60 min je Zyklus |
Participantsdifferent | 1-20 | 2-6 | 6-30 Experten | 1-8 |
Formatdifferent | Workshop + async | Workshop + async | Async | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Expert Forecast, Consensus Range, Assumption Notes | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | SignalsOperationsVisual management | ChangeRoot causeTroubleshootingComparison | ForecastingExpertsDecisionStrategy | DecisionChangeLearningStrategy |