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| Criterion |  Operations Standard Work Analysis |  Decision Making Force Field Analysis |  Decision Making RAPID |  Decision Making Delphi Method |
|---|---|---|---|---|
Purposedifferent | When the same task is done differently depending on the person, the method exposes the reliable core. It creates comparability without unnecessarily choking off needed latitude. | 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. | In complex management decisions, clarity is often missing about who recommends, who agrees, and who makes the decision. RAPID creates this assignment and stabilizes decisions across several levels. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. |
Complexitydifferent | Medium | Low | Medium | High |
Timedifferent | 1-3 h | 45-90 min | 45-90 min | 1-4 Wochen |
Participantsdifferent | 2-6 | 3-12 | 3-12 | 6-30 Experten |
Formatdifferent | Workshop | Workshop | Workshop + async | Async |
Outputdifferent | Standard Work Sheet, Deviation List, Improved Standard, Training Needs | Force Field Map, Change Levers, Risk Notes | RAPID Role Map, Recommendation, Decision Log | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | LeanProcessQuality | ChangeDecisionStrategy | DecisionRolesGovernance | ForecastingExpertsDecisionStrategy |