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| Criterion |  Agile WSJF |  Operations 5 Whys |  Decision Making OODA Loop |
|---|---|---|---|
Purposedifferent | When many tasks compete for the same capacity, it orders work by economic impact. It makes time lost, benefit, and effort comparable together. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. | In dynamic situations, decisions become outdated faster than they can be prepared.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. |
Complexitydifferent | High | Low | Medium |
Timedifferent | 45-90 min | 15-30 min | 15-60 min je Zyklus |
Participantsdifferent | 3-10 | 2-6 | 1-8 |
Formatdifferent | Workshop | Workshop | Workshop + async |
Outputdifferent | Ranked Backlog, Cost-of-Delay Assumptions | Root cause notes, Countermeasures | Situation Assessment, Decision Loop, Action Updates |
Tagsno overlap | LeanEconomicsSequencePrioritization | Root causeIncidentLeanProblem solving | DecisionChangeLearningStrategy |
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