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| Criterion |  Decision Making Force Field Analysis |  Product Strategy KPI Tree |  Decision Making Assumption Surfacing |
|---|---|---|---|
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 metrics across the organization drift apart, it arranges drivers and effects under one shared logic. It connects customer value, product logic, and decision priorities. The result is captured as a KPI tree and owner list. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. |
Complexitydifferent | Low | Medium | Low |
Timedifferent | 45-90 min | 90-180 min initial, dann laufend | 45-90 min |
Participantsdifferent | 3-12 | 3-8 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Force Field Map, Change Levers, Risk Notes | KPI Tree, Owner List | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | ChangeDecisionStrategy | MetricsStrategyAlignmentMeasurement | AssumptionsRiskDecisionDiscovery |
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