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| Criterion |  Operations Visual Management |  Decision Making OODA Loop |  Operations Fishbone Diagram |  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 | In dynamic situations, decisions become outdated faster than they can be prepared.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 problem has several possible contributing factors, the method sorts causes by cause areas. It prevents an initial hunch from blocking the view of other plausible drivers. | 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 | 30-60 min | 45-90 min |
Participantsdifferent | 1-20 | 1-8 | 2-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Situation Assessment, Decision Loop, Action Updates | Fishbone Diagram, Cause Categories, Investigation Backlog | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | SignalsOperationsVisual management | DecisionChangeLearningStrategy | Root causeQualityOperations | ChangeDecisionStrategy |