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| Criterion |  Decision Making Wideband Delphi |  Operations Kaizen Event |  Decision Making Delphi Method |  Decision Making Force Field Analysis |
|---|---|---|---|---|
Purposedifferent | A single opinion rarely holds up for planning when the future is genuinely uncertain. It separates options, evaluation criteria, and open risks. The result is captured as an Estimate Range, Assumption Log, and Expert Consensus Notes. | For a tightly scoped process segment with noticeable waste, the method bundles shared energy for change. It suits situations that call for fast learning loops and visible adjustments. | 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. | 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 | High | Medium | High | Low |
Timedifferent | 1-4 h or multiple rounds | 0.5-5 Tage | 1-4 Wochen | 45-90 min |
Participantsdifferent | 4-12 Experten | 4-10 | 6-30 Experten | 3-12 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop |
Outputdifferent | Estimate Range, Assumption Log, Expert Consensus Notes | Kaizen Charter, Waste List, Improvement Experiments, Standard Work Update | Expert Forecast, Consensus Range, Assumption Notes | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | EstimationExpertsForecasting | LeanContinuous improvementOperations | ForecastingExpertsDecisionStrategy | ChangeDecisionStrategy |