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| Criterion |  Operations PDCA Cycle |  Decision Making Force Field Analysis |  Systems Thinking Leverage Points |  Product Strategy DIBB |
|---|---|---|---|---|
Purposedifferent | For an improvement that still has to prove itself in everyday work, the method runs it through small learning loops. It connects planning, checking, and standardization into a repeatable learning mode. | 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. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | 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. |
Complexitydifferent | Low | Low | High | Low |
Timedifferent | 1 h bis mehrere Wochen | 45-90 min | Half day | 1-2 h |
Participantsdifferent | 1-8 | 3-12 | 3-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | PDCA Log, Experiment Plan, Learning Outcome, Standard Change | Force Field Map, Change Levers, Risk Notes | Leverage Map, Action Strategy | DIBB document, Belief list, Bet list, Learning report |
Tagsno overlap | Continuous improvementLeanExperiments | ChangeDecisionStrategy | Systems thinkingChangeStrategy | StrategyDecisionAssumptionsHypothesis |