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| Criterion |  Operations Waste Analysis |  Decision Making OODA Loop |  Product Strategy Lean Canvas |  Decision Making Force Field Analysis |
|---|---|---|---|---|
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. | In dynamic situations, decisions become outdated faster than they can be prepared.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 an early product bet still has too many open points, it brings target group, problem, and assumptions into a single view. It condenses the idea so core risks become nameable. | 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 | Medium | Low |
Timedifferent | 45-120 min | 15-60 min je Zyklus | 45-90 min | 45-90 min |
Participantsdifferent | 2-8 | 1-8 | 1-6 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Situation Assessment, Decision Loop, Action Updates | Lean Canvas, Core Assumptions, Experiment Backlog | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | WasteLeanProcess improvement | DecisionChangeLearningStrategy | StartupLeanAssumptionsBusiness model | ChangeDecisionStrategy |