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| Criterion |  Facilitation Alignment Mapping |  Operations Kepner-Tregoe |  Facilitation Stakeholder Mapping |  Decision Making Force Field Analysis |
|---|---|---|---|---|
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. | For a disturbance that's hard to pin down, the method cleanly separates problem, cause, and decision. It reduces mixing when symptoms allow several interpretations. | 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. | 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 | Medium | High | Low | Low |
Timedifferent | 1-2 h | 2-8 h | 60–90 min | 45-90 min |
Participantsdifferent | 4-12 | 2-8 | 2-8 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Alignment Map, Open Issues, Decision Questions | Problem Analysis, Decision Analysis, Risk Plan | Stakeholder Map, Engagement Plan, Risk Notes | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | AlignmentStakeholdersStrategyFacilitation | Problem solvingRoot causeDecisionOperations | StakeholdersAlignmentFacilitationChange | ChangeDecisionStrategy |