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| Criterion |  Agile Ideal Days |  Decision Making Force Field Analysis |  Decision Making Assumption Surfacing |
|---|---|---|---|
Purposedifferent | When effort needs to be thought of as real working time, it offers a simple common denominator for comparison. It sorts work by value, risk, and delivery ability. The result is captured as Ideal Day Estimates, Assumption Notes, and Capacity Caveats. | 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. | 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. |
Complexitysame | Low | Low | Low |
Timedifferent | 15-60 min | 45-90 min | 45-90 min |
Participantsdifferent | 2-9 | 3-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Force Field Map, Change Levers, Risk Notes | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | EstimationEffortAgile | ChangeDecisionStrategy | AssumptionsRiskDecisionDiscovery |
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