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| Criterion |  Operations Visual Management |  Decision Making OODA Loop |  Operations Change Analysis |  Operations After-Action Review |
|---|---|---|---|---|
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 | In dynamic situations, decisions become outdated faster than they can be prepared.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. | 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. | 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. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | Ongoing | 15-60 min je Zyklus | 45-120 min | 20-45 min |
Participantsdifferent | 1-20 | 1-8 | 2-6 | 3-12 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Situation Assessment, Decision Loop, Action Updates | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Lessons learned, Action items, Event summary |
Tagsno overlap | SignalsOperationsVisual management | DecisionChangeLearningStrategy | ChangeRoot causeTroubleshootingComparison | LearningOperationsImprovement |