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| Criterion |  Operations Waste Analysis |  Decision Making Force Field Analysis |  Decision Making RAPID |
|---|---|---|---|
Purposedifferent | For a process that keeps people busy but creates little value, the method exposes waste. It directs attention to unnecessary movement, waiting times, rework, and overdelivery. | 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 complex management decisions, clarity is often missing about who recommends, who agrees, and who makes the decision. RAPID creates this assignment and stabilizes decisions across several levels. |
Complexitydifferent | Low | Low | Medium |
Timedifferent | 45-120 min | 45-90 min | 45-90 min |
Participantsdifferent | 2-8 | 3-12 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop + async |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Force Field Map, Change Levers, Risk Notes | RAPID Role Map, Recommendation, Decision Log |
Tagsno overlap | WasteLeanProcess improvement | ChangeDecisionStrategy | DecisionRolesGovernance |
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