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| Criterion |  Operations Change Analysis |  Agile WSJF |  Decision Making Force Field Analysis |  Operations 5 Whys |
|---|---|---|---|---|
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 many tasks compete for the same capacity, it orders work by economic impact. It makes time lost, benefit, and effort comparable together. | 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 single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | Medium | High | Low | Low |
Timedifferent | 45-120 min | 45-90 min | 45-90 min | 15-30 min |
Participantsdifferent | 2-6 | 3-10 | 3-12 | 2-6 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Ranked Backlog, Cost-of-Delay Assumptions | Force Field Map, Change Levers, Risk Notes | Root cause notes, Countermeasures |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | LeanEconomicsSequencePrioritization | ChangeDecisionStrategy | Root causeIncidentLeanProblem solving |