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| Criterion |  Operations Waste Analysis |  Systems Thinking Systems Mapping |  Decision Making Force Field Analysis |
|---|---|---|---|
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. | Systems Mapping arranges elements, relationships, and boundaries so a complex field becomes legible at a glance. The overview stabilizes the overall picture before detail work or steering begins. | 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. |
Complexitydifferent | Low | Medium | Low |
Timedifferent | 45-120 min | 1-3 h | 45-90 min |
Participantsdifferent | 2-8 | 3-12 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop |
Outputdifferent | Waste Map, Prioritized Waste, Improvement Backlog | System Map, Dependencies, Leverage Points | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | WasteLeanProcess improvement | Systems thinkingMappingBoundariesChange | ChangeDecisionStrategy |
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