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| Criterion |  Operations Process Mapping |  Decision Making Force Field Analysis |  Operations After-Action Review |  Product Strategy DIBB |
|---|---|---|---|---|
Purposedifferent | With a confusing workflow that has many handoffs, the method makes the actual process visible. It shows where work is passed on, delayed, or duplicated, so improvement targets the right spots. | 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. | After missions or project phases with unclear outcomes, the method makes visible what actually happened and what can be learned from it. It separates course, effect, and causes so experience turns into solid improvement. | 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 | Medium | Low | Low | Low |
Timedifferent | 1-3 h | 45-90 min | 20-45 min | 1-2 h |
Participantsdifferent | 3-10 | 3-12 | 3-12 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Process Map, Handoff List, Improvement Backlog | Force Field Map, Change Levers, Risk Notes | Lessons learned, Action items, Event summary | DIBB document, Belief list, Bet list, Learning report |
Tagsno overlap | ProcessOperationsImprovement | ChangeDecisionStrategy | LearningOperationsImprovement | StrategyDecisionAssumptionsHypothesis |