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| Criterion |  Agile WSJF |  Decision Making Force Field Analysis |  Decision Making Assumption Surfacing |
|---|---|---|---|
Purposedifferent | When many tasks compete for the same capacity, it orders work by economic impact. It makes time lost, benefit, and effort comparable 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. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. |
Complexitydifferent | High | Low | Low |
Timesame | 45-90 min | 45-90 min | 45-90 min |
Participantsdifferent | 3-10 | 3-12 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async |
Outputdifferent | Ranked Backlog, Cost-of-Delay Assumptions | Force Field Map, Change Levers, Risk Notes | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | LeanEconomicsSequencePrioritization | ChangeDecisionStrategy | AssumptionsRiskDecisionDiscovery |
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