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| Criterion |  Agile Scrum |  Decision Making Force Field Analysis |  Business Strategy Strategy Execution Loop |
|---|---|---|---|
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. | The Strategy Execution Loop helps avoid treating strategy as a one-off document. It makes visible how strategic decisions are turned into objectives, initiatives, operational work, measurement, and learning. |
Complexitydifferent | Medium | Low | High |
Timedifferent | 1-4 Wochen je Sprint, laufend | 45-90 min | Initial 3-6 h, then monthly or quarterly reviews |
Participantsdifferent | 3-10 (Scrum Team) | 3-12 | 5-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Product Backlog, Sprint Backlog, Increment, Sprint Goal | Force Field Map, Change Levers, Risk Notes | Execution Loop, Review Cadence, Strategic Learning Log |
Tagsno overlap | AgileIterationCadence | ChangeDecisionStrategy | ExecutionCadenceLearningGovernance |
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