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| Criterion |  Decision Making Force Field Analysis |  Business Strategy McKinsey 7S |  Operations Root Cause Analysis |  Operations 5 Whys |
|---|---|---|---|---|
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. | McKinsey 7S checks whether Strategy, Structure, Systems, Shared Values, Skills, Style, and Staff fit together. Organizational misalignments become visible across multiple levers as a result. | When a problem keeps recurring and the cause stays unclear, the method exposes the underlying mechanism. It separates symptom, guess, and robust explanation from one another. | For a single, hard-to-explain deviation, the method exposes the causal chain behind the visible symptom. It keeps the cause open until a controllable condition emerges instead of a mere description. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 45-90 min | 2-4 h | 1-4 h | 15-30 min |
Participantsdifferent | 3-12 | 3-12 | 3-8 | 2-6 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Force Field Map, Change Levers, Risk Notes | 7S Assessment, Alignment Gaps, Change Actions | Problem Statement, Cause Hypotheses, Confirmed Causes, Action Plan | Root cause notes, Countermeasures |
Tagsno overlap | ChangeDecisionStrategy | OrganizationStrategyAlignmentChange | Root causeProblem solvingQualityIncident | Root causeIncidentLeanProblem solving |