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| Criterion |  Agile Scrum |  Decision Making Force Field Analysis |  Business Strategy Strategic, Tactical and Operational Planning |
|---|---|---|---|
Purposedifferent | When a team needs to work in a fixed delivery rhythm, it stabilizes cadence, responsibility, and feedback loops. It makes collaboration reliable across sprint boundaries. | 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. | It places decisions and artifacts at the right level. Strategic planning clarifies direction, tactical planning translates it into programs, and operational planning steers concrete processes. |
Complexitydifferent | Medium | Low | Medium |
Timedifferent | 1-4 Wochen je Sprint, laufend | 45-90 min | 90-180 min |
Participantsdifferent | 3-10 (Scrum Team) | 3-12 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | Product Backlog, Sprint Backlog, Increment, Sprint Goal | Force Field Map, Change Levers, Risk Notes | Planning Levels Map, Cadence Model, Planning Artifact Inventory |
Tagsno overlap | AgileIterationCadence | ChangeDecisionStrategy | CadenceGovernanceExecution |
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