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| Criterion |  Decision Making Decision Rights Mapping |  Decision Making Force Field Analysis |  Agile Affinity Estimation |
|---|---|---|---|
Purposedifferent | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | 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 many tasks need to be classified quickly, it sorts them by perceived effort and similarity. It reduces the effort of fine-grained estimation for large volumes. |
Complexitydifferent | Medium | Low | Medium |
Timedifferent | 90-180 min | 45-90 min | 30-90 min |
Participantsdifferent | 4-12 | 3-12 | 3-12 |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | Decision Rights Matrix, Agreement | Force Field Map, Change Levers, Risk Notes | Affinity Size Map, Grouped Estimates, Unclear Items |
Tagsno overlap | DecisionGovernanceAlignmentResponsibility | ChangeDecisionStrategy | EstimationBacklogRelative sizing |
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