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| Criterion |  Decision Making Force Field Analysis |  Operations A3 Problem Solving |  Facilitation Alignment Mapping |  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. | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | 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 | Medium | High |
Timedifferent | 45-90 min | 45-90 min | 1-2 h | 2-8 h |
Participantsdifferent | 3-12 | 2-5 | 4-12 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Force Field Map, Change Levers, Risk Notes | A3 Report, Action Plan, Root Cause Analysis | Alignment Map, Open Issues, Decision Questions | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | ChangeDecisionStrategy | LeanProblem solvingCoachingOperations | AlignmentStakeholdersStrategyFacilitation | Problem solvingRoot causeDecisionOperations |