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| Criterion |  Operations Change Analysis |  Operations ABC Analysis |  Decision Making Force Field Analysis |  Operations Kepner-Tregoe |
|---|---|---|---|---|
Purposedifferent | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | With many similar objects of differing economic significance, the method prioritizes effort by effect. It separates what needs regular steering from what rarely needs attention. | 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. | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. |
Complexitydifferent | Medium | Low | Low | High |
Timedifferent | 45-120 min | 30-60 min | 45-90 min | 2-8 h |
Participantsdifferent | 2-6 | 1-5 | 3-12 | 2-8 |
Formatdifferent | Workshop + async | Async | Workshop | Workshop + async |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | ABC Classification, Focus Rules, Control List | Force Field Map, Change Levers, Risk Notes | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | PrioritizationOperationsPortfolio | ChangeDecisionStrategy | Problem solvingRoot causeDecisionOperations |