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| Criterion |  Decision Making Force Field Analysis |  Decision Making Delphi Method |  Operations Kepner-Tregoe |  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 disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | 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 | High | Medium |
Timedifferent | 45-90 min | 1-4 Wochen | 2-8 h | 45-90 min |
Participantsdifferent | 3-12 | 6-30 Experten | 2-8 | 2-5 |
Formatdifferent | Workshop | Async | Workshop + async | Workshop + async |
Outputdifferent | Force Field Map, Change Levers, Risk Notes | Expert Forecast, Consensus Range, Assumption Notes | Problem Analysis, Decision Analysis, Risk Plan | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | ChangeDecisionStrategy | ForecastingExpertsDecisionStrategy | Problem solvingRoot causeDecisionOperations | LeanProblem solvingCoachingOperations |