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| Criterion |  Operations Change Analysis |  Operations ALPEN Method |  Decision Making Force Field Analysis |  Decision Making Delphi Method |
|---|---|---|---|---|
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 an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | 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. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. |
Complexitydifferent | Medium | Low | Low | High |
Timedifferent | 45-120 min | 10-20 min daily | 45-90 min | 1-4 Wochen |
Participantsdifferent | 2-6 | 1 | 3-12 | 6-30 Experten |
Formatdifferent | Workshop + async | Async | Workshop | Async |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Daily Plan, Time Estimates, Review Notes | Force Field Map, Change Levers, Risk Notes | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | PlanningTime managementProductivityOperations | ChangeDecisionStrategy | ForecastingExpertsDecisionStrategy |