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| Criterion |  Operations Visual Management |  Decision Making OODA Loop |  Engineering Kanban |  Decision Making Delphi Method |
|---|---|---|---|---|
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 | In dynamic situations, decisions become outdated faster than they can be prepared.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 work sits in too many parallel streams, throughput suffers and no one sees the bottlenecks. Kanban makes the flow of work visible and limits overload so a system becomes calmer and more predictable. | 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. |
Complexitydifferent | Low | Medium | Medium | High |
Timedifferent | Ongoing | 15-60 min je Zyklus | Ongoing | 1-4 Wochen |
Participantsdifferent | 1-20 | 1-8 | 2-12 | 6-30 Experten |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Async |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Situation Assessment, Decision Loop, Action Updates | Kanban board, WIP policies, Flow metrics | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | SignalsOperationsVisual management | DecisionChangeLearningStrategy | FlowVisual managementDelivery | ForecastingExpertsDecisionStrategy |