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| Criterion |  Systems Thinking Wardley Mapping |  Operations A3 Problem Solving |  Decision Making Force Field Analysis |  Operations Kepner-Tregoe |
|---|---|---|---|---|
Purposedifferent | Wardley Mapping makes visible where an offering stands today and where it can evolve. The method connects user need, value chain, and evolution stages into a strategic basis for platform, build, or buy decisions. | 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. | 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 disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. |
Complexitydifferent | Medium | Medium | Low | High |
Timedifferent | 1-3 h | 45-90 min | 45-90 min | 2-8 h |
Participantsdifferent | 2-10 | 2-5 | 3-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Wardley Map, Strategic Options, Evolution Notes | A3 Report, Action Plan, Root Cause Analysis | Force Field Map, Change Levers, Risk Notes | Problem Analysis, Decision Analysis, Risk Plan |
Tagsno overlap | StrategySystems thinkingDynamics | LeanProblem solvingCoachingOperations | ChangeDecisionStrategy | Problem solvingRoot causeDecisionOperations |