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| Criterion |  Operations Waste Analysis |  Decision Making OODA Loop |  Facilitation Power Interest Grid |  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 | In dynamic situations, decisions become outdated faster than they can be prepared.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 many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. | 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 | 45-120 min | 15-60 min je Zyklus | 30-60 min | 45-90 min |
Participantsdifferent | 2-8 | 1-8 | 2-8 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Situation Assessment, Decision Loop, Action Updates | Power Interest Grid, Strategy per Stakeholder | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | WasteLeanProcess improvement | DecisionChangeLearningStrategy | StakeholdersFacilitationAlignmentPlanning | ChangeDecisionStrategy |