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| Criterion |  Operations Kaizen Event |  Decision Making Delphi Method |  Facilitation Stakeholder Mapping |  Decision Making Force Field Analysis |
|---|---|---|---|---|
Purposedifferent | For a tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. | 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. |
Complexitydifferent | Medium | High | Low | Low |
Timedifferent | 0.5-5 Tage | 1-4 Wochen | 60–90 min | 45-90 min |
Participantsdifferent | 4-10 | 6-30 Experten | 2-8 | 3-12 |
Formatdifferent | Workshop | Async | Workshop + async | Workshop |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Expert Forecast, Consensus Range, Assumption Notes | Stakeholder Map, Engagement Plan, Risk Notes | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | LeanContinuous improvementOperations | ForecastingExpertsDecisionStrategy | StakeholdersAlignmentFacilitationChange | ChangeDecisionStrategy |