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| Criterion |  Operations Kaizen Event |  Decision Making Force Field Analysis |  Product Discovery Assumption Mapping |
|---|---|---|---|
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. | 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. | When assumptions still sit unordered in the room, it weighs uncertainty against leverage. It makes visible which hypotheses should be checked first. |
Complexitydifferent | Medium | Low | Medium |
Timedifferent | 0.5-5 Tage | 45-90 min | 45-60 min |
Participantsdifferent | 4-10 | 3-12 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async |
Outputdifferent | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Force Field Map, Change Levers, Risk Notes | Assumption map, Test backlog, Risk ranking |
Tagsno overlap | LeanContinuous improvementOperations | ChangeDecisionStrategy | AssumptionsRiskExperimentsValidation |
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