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| Criterion |  Operations Change Analysis |  Business Strategy Value Chain Analysis |  Engineering Fault Isolation |  Decision Making Force Field Analysis |
|---|---|---|---|---|
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. | Value Chain Analysis shows where value is created, costs accrue, and differentiation becomes possible along the process. It compares strengths, risks, market logic, and courses of action. The result is captured as a value-chain map and lever list. | In technical failures, the visible symptom often gets mixed up with the actual cause. Fault Isolation narrows the fault space and progressively reduces which part of the system is truly affected. | 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. |
Complexitydifferent | Medium | High | Medium | Low |
Timedifferent | 45-120 min | Half day | 30-180 min | 45-90 min |
Participantsdifferent | 2-6 | 3-8 | 1-6 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Value Chain Map, Lever List | Fault Isolation Map, Test Log, Excluded Hypotheses, Narrowed Fault Area | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | StrategyBusiness modelDiagnosisAnalysis | TroubleshootingDiagnosisEngineering | ChangeDecisionStrategy |