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| Criterion |  Operations Change Analysis |  Decision Making Decision Framing Workshop |  Operations Failure Mode and Effects Analysis |  Decision Making Option Framing |
|---|---|---|---|---|
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. | When a decision is poorly framed, even good answers deliver little value. A Decision Framing Workshop sharpens the problem, goal, and boundaries before the actual weighing begins. | For a process, product, or service with noticeable failure risks, the method assesses possible failure modes in advance. It directs attention to combinations of occurrence, effect, and detectability. | In early decisions, alternatives are often still vague, incomplete, or blended together. Option Framing brings every possibility into a comparable form and makes visible which variant actually fits the question. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | 45-120 min | 60-120 min | 2-6 h | 45-120 min |
Participantsdifferent | 2-6 | 4-10 | 3-10 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Decision Frame, Decision Question, Criteria List, Evidence Plan | FMEA Table, Risk Priority, Mitigation Actions | Option Frames, Assumption Notes, Comparable Shortlist, Decision Inputs |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | Decision framingAlignmentCriteriaOptions | RiskQualityOperationsRoot cause | OptionsDecision framingStrategyComparison |