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| Criterion |  Operations Standard Work Analysis |  Business Strategy McKinsey 7S |  Decision Making Force Field Analysis |  Decision Making Decision Rights Mapping |
|---|---|---|---|---|
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. | McKinsey 7S checks whether Strategy, Structure, Systems, Shared Values, Skills, Style, and Staff fit together. Organizational misalignments become visible across multiple levers as a result. | 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 organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 1-3 h | 2-4 h | 45-90 min | 90-180 min |
Participantsdifferent | 2-6 | 3-12 | 3-12 | 4-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Standard Work Sheet, Deviation List, Improved Standard, Training Needs | 7S Assessment, Alignment Gaps, Change Actions | Force Field Map, Change Levers, Risk Notes | Decision Rights Matrix, Agreement |
Tagsno overlap | LeanProcessQuality | OrganizationStrategyAlignmentChange | ChangeDecisionStrategy | DecisionGovernanceAlignmentResponsibility |