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| Criterion |  Decision Making Three-Point Estimation |  Operations Gemba Walk |  Decision Making Force Field Analysis |  Operations A3 Problem Solving |
|---|---|---|---|---|
Purposedifferent | A single estimate for effort, time, or risk often looks too smooth for the real uncertainty behind it. It separates options, evaluation criteria, and open risks. The result is captured as a Three-Point Estimate, Risk Range, and Assumption Notes. | When there is uncertainty about the real course of a process, the method brings observation to the place where work happens. It combines perception, follow-up questions, and process knowledge so decisions rest on actual workflows instead of assumptions. | 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. | For a complex deviation with several people involved, the method bundles problem, analysis, and decision onto one page. It creates a shared working space where causes, countermeasures, and follow-up fit together. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 10-30 min je Item | 30-120 min | 45-90 min | 45-90 min |
Participantsdifferent | 1-8 | 2-6 | 3-12 | 2-5 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Three-Point Estimate, Risk Range, Assumption Notes | Observation Notes, Improvement Ideas | Force Field Map, Change Levers, Risk Notes | A3 Report, Action Plan, Root Cause Analysis |
Tagsno overlap | EstimationUncertaintyForecasting | LeanObservationProcessOperations | ChangeDecisionStrategy | LeanProblem solvingCoachingOperations |