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| Criterion |  Operations Visual Management |  Decision Making OODA Loop |  Agile 4Ls Retrospective |  Decision Making Force Field Analysis |
|---|---|---|---|---|
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. | In dynamic situations, decisions become outdated faster than they can be prepared.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. | When a sprint should not only be assessed but also learned from, it captures experience in clear learning categories. It records what worked, what's missing, and what should run differently next time. | 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. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | Ongoing | 15-60 min je Zyklus | 45–75 min | 45-90 min |
Participantsdifferent | 1-20 | 1-8 | Team members involved | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Situation Assessment, Decision Loop, Action Updates | 4Ls Board, Learning Themes, Improvement Actions | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | SignalsOperationsVisual management | DecisionChangeLearningStrategy | RetrospectiveLearningReflectionTeam | ChangeDecisionStrategy |