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| Criterion |  Operations Waste Analysis |  Systems Thinking Future Reality Tree |  Decision Making Force Field Analysis |  Decision Making Delphi Method |
|---|---|---|---|---|
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. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | 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. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. |
Complexitydifferent | Low | High | Low | High |
Timedifferent | 45-120 min | 2-4 h | 45-90 min | 1-4 Wochen |
Participantsdifferent | 2-8 | 3-8 | 3-12 | 6-30 Experten |
Formatdifferent | Workshop | Workshop | Workshop | Async |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Force Field Map, Change Levers, Risk Notes | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | WasteLeanProcess improvement | Theory of ConstraintsSystems thinkingChange | ChangeDecisionStrategy | ForecastingExpertsDecisionStrategy |