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| Criterion |  Operations Waste Analysis |  Systems Thinking Intervention Mapping |  Decision Making OODA Loop |  Decision Making Delphi Method |
|---|---|---|---|---|
Purposedifferent | For a process that keeps people busy but creates little value, the method exposes waste. It directs attention to unnecessary movement, waiting times, rework, and overdelivery. | Intervention Mapping translates a need for change into a planned, evaluable program. The method connects target group, determinants, actions, and measurement into a traceable chain. | In dynamic situations, decisions become outdated faster than they can be prepared.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 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 | High | Medium | High |
Timedifferent | 45-120 min | 1-5 Tage | 15-60 min je Zyklus | 1-4 Wochen |
Participantsdifferent | 2-8 | 4-12 | 1-8 | 6-30 Experten |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Async |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Situation Assessment, Decision Loop, Action Updates | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | WasteLeanProcess improvement | ChangeSystems thinkingCapability | DecisionChangeLearningStrategy | ForecastingExpertsDecisionStrategy |