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| Criterion |  Decision Making Force Field Analysis |  Decision Making Delphi Method |  Operations Kaizen Event |  Operations A3 Problem Solving |
|---|---|---|---|---|
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. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | For a tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. | 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. |
Complexitydifferent | Low | High | Medium | Medium |
Timedifferent | 45-90 min | 1-4 Wochen | 0.5-5 Tage | 45-90 min |
Participantsdifferent | 3-12 | 6-30 Experten | 4-10 | 2-5 |
Formatdifferent | Workshop | Async | Workshop | Workshop + async |
Outputdifferent | Force Field Map, Change Levers, Risk Notes | Expert Forecast, Consensus Range, Assumption Notes | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | ChangeDecisionStrategy | ForecastingExpertsDecisionStrategy | LeanContinuous improvementOperations | LeanProblem solvingCoachingOperations |