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| Criterion |  Operations Visual Management |  Decision Making Force Field Analysis |  Operations RACI Matrix |  Decision Making Decision Rights Mapping |
|---|---|---|---|---|
Purposedifferent | With high tempo and many parallel topics, the method makes status, deviations, and priorities visible at a glance. It reduces search effort and prevents what matters from getting lost in daily work. | 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. | With unclear responsibilities across several roles or areas, the method creates unambiguous accountability logic. It reduces friction because decision, execution, contribution, and information become separately visible. | 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 | Low | Low | Low | Medium |
Timedifferent | Ongoing | 45-90 min | 45-90 min | 90-180 min |
Participantsdifferent | 1-20 | 3-12 | 2-8 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | Visual Board, Status Indicators, Exception Cues | Force Field Map, Change Levers, Risk Notes | RACI Matrix, Responsibility Map, Decision Notes | Decision Rights Matrix, Agreement |
Tagsno overlap | SignalsOperationsVisual management | ChangeDecisionStrategy | RolesResponsibilityGovernanceOperations | DecisionGovernanceAlignmentResponsibility |