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| Criterion |  Facilitation Alignment Mapping |  Operations Eat the Frog |  Decision Making Force Field Analysis |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
Purposedifferent | When several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | The method protects energy and attention for the task that creates the largest progress and is often postponed. | 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 an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 1-2 h | 15-90 min daily | 45-90 min | 60–90 min |
Participantsdifferent | 4-12 | 1 | 3-12 | 2-8 |
Formatdifferent | Workshop | Async | Workshop | Workshop + async |
Outputdifferent | Alignment Map, Open Issues, Decision Questions | Priority Task, Completion Note, Daily Focus | Force Field Map, Change Levers, Risk Notes | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | AlignmentStakeholdersStrategyFacilitation | PrioritizationProductivityFocusExecution | ChangeDecisionStrategy | StakeholdersAlignmentFacilitationChange |