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| Criterion |  Decision Making Three-Point Estimation |  Operations Kaizen Event |  Decision Making Force Field Analysis |  Product Strategy DIBB |
|---|---|---|---|---|
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. | For a tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. | 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. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 10-30 min je Item | 0.5-5 Tage | 45-90 min | 1-2 h |
Participantsdifferent | 1-8 | 4-10 | 3-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Three-Point Estimate, Risk Range, Assumption Notes | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Force Field Map, Change Levers, Risk Notes | DIBB document, Belief list, Bet list, Learning report |
Tagsno overlap | EstimationUncertaintyForecasting | LeanContinuous improvementOperations | ChangeDecisionStrategy | StrategyDecisionAssumptionsHypothesis |