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| Criterion |  Operations Change Analysis |  Decision Making Delphi Method |  Operations ALPEN Method |  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. | 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. | 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. | 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 | High | Low | High |
Timedifferent | 45-120 min | 1-4 Wochen | 10-20 min daily | 2-8 h |
Participantsdifferent | 2-6 | 6-30 Experten | 1 | 2-8 |
Formatdifferent | Workshop + async | Async | Async | Workshop + async |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Expert Forecast, Consensus Range, Assumption Notes | Daily Plan, Time Estimates, Review Notes | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | ForecastingExpertsDecisionStrategy | PlanningTime managementProductivityOperations | Problem solvingRoot causeDecisionOperations |