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| Criterion |  Agile Ideal Days |  Decision Making Force Field Analysis |  Systems Thinking Future Reality Tree |
|---|---|---|---|
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. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. |
Complexitydifferent | Low | Low | High |
Timedifferent | 15-60 min | 45-90 min | 2-4 h |
Participantsdifferent | 2-9 | 3-12 | 3-8 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | Ideal Day Estimates, Assumption Notes, Capacity Caveats | Force Field Map, Change Levers, Risk Notes | Future Reality Tree, Negative Branches, Assumption List, Improved Injections |
Tagsno overlap | EstimationEffortAgile | ChangeDecisionStrategy | Theory of ConstraintsSystems thinkingChange |
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