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| Criterion |  Decision Making Force Field Analysis |  Operations Process Mapping |  Product Strategy DIBB |  Operations After-Action Review |
|---|---|---|---|---|
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. | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 45-90 min | 1-3 h | 1-2 h | 20-45 min |
Participantsdifferent | 3-12 | 3-10 | 2-8 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Force Field Map, Change Levers, Risk Notes | Process Map, Handoff List, Improvement Backlog | DIBB document, Belief list, Bet list, Learning report | Lessons learned, Action items, Event summary |
Tagsno overlap | ChangeDecisionStrategy | ProcessOperationsImprovement | StrategyDecisionAssumptionsHypothesis | LearningOperationsImprovement |