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| Criterion |  Decision Making Force Field Analysis |  Operations A3 Problem Solving |  Operations 5 Whys |  Operations Kepner-Tregoe |
|---|---|---|---|---|
Purposedifferent | 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 complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. | 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. | 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 | Low | Medium | Low | High |
Timedifferent | 45-90 min | 45-90 min | 15-30 min | 2-8 h |
Participantsdifferent | 3-12 | 2-5 | 2-6 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Force Field Map, Change Levers, Risk Notes | A3 Report, Action Plan, Root Cause Analysis | Root cause notes, Countermeasures | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | ChangeDecisionStrategy | LeanProblem solvingCoachingOperations | Root causeIncidentLeanProblem solving | Problem solvingRoot causeDecisionOperations |