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| Criterion |  Decision Making Force Field Analysis |  Operations Kaizen Event |  Facilitation Decision Jam |  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. | 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. | When a decision is stuck, Decision Jam loosens the knot through structured separation of problem, idea, and selection. The format creates movement without jumping prematurely at the first seemingly elegant answer. | 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 | Medium | Low | Medium |
Timedifferent | 45-90 min | 0.5-5 Tage | 60-90 min | 45-90 min |
Participantsdifferent | 3-12 | 4-10 | 4-10 | 2-5 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Force Field Map, Change Levers, Risk Notes | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Problem Cluster, Prioritized Challenge, Experiment | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | ChangeDecisionStrategy | LeanContinuous improvementOperations | FacilitationDecisionProblem solvingWorkshop | LeanProblem solvingCoachingOperations |