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| Criterion |  Operations Waste Analysis |  Decision Making OODA Loop |  Systems Thinking Leverage Points |  Systems Thinking Future Reality Tree |
|---|---|---|---|---|
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 | In dynamic situations, decisions become outdated faster than they can be prepared.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. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. |
Complexitydifferent | Low | Medium | High | High |
Timedifferent | 45-120 min | 15-60 min je Zyklus | Half day | 2-4 h |
Participantsdifferent | 2-8 | 1-8 | 3-12 | 3-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Situation Assessment, Decision Loop, Action Updates | Leverage Map, Action Strategy | Future Reality Tree, Negative Branches, Assumption List, Improved Injections |
Tagsno overlap | WasteLeanProcess improvement | DecisionChangeLearningStrategy | Systems thinkingChangeStrategy | Theory of ConstraintsSystems thinkingChange |