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| Criterion |  Operations Visual Management |  Decision Making OODA Loop |  Operations After-Action Review |  Operations Kepner-Tregoe |
|---|---|---|---|---|
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 | In dynamic situations, decisions become outdated faster than they can be prepared.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. | 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. | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. |
Complexitydifferent | Low | Medium | Low | High |
Timedifferent | Ongoing | 15-60 min je Zyklus | 20-45 min | 2-8 h |
Participantsdifferent | 1-20 | 1-8 | 3-12 | 2-8 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Situation Assessment, Decision Loop, Action Updates | Lessons learned, Action items, Event summary | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | SignalsOperationsVisual management | DecisionChangeLearningStrategy | LearningOperationsImprovement | Problem solvingRoot causeDecisionOperations |