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| Criterion |  Operations Waste Analysis |  Decision Making OODA Loop |  Delivery Value Stream Mapping |  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 | In dynamic situations, decisions become outdated faster than they can be prepared.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 delivery work dissolves into wait times, handoffs, and hidden effort, Value Stream Mapping makes the actual flow visible. The method exposes bottlenecks, idle time, and feedback loops so lead time and improvement levers become tangible. | 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 | 1-3 h | 45-90 min |
Participantsdifferent | 2-8 | 1-8 | 4-10 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Situation Assessment, Decision Loop, Action Updates | Current-state map, Future-state map, Bottleneck list | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | WasteLeanProcess improvement | DecisionChangeLearningStrategy | LeanFlowWasteDelivery | ChangeDecisionStrategy |