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| Criterion |  Facilitation Alignment Mapping |  Decision Making OODA Loop |  Facilitation Stakeholder Salience Model |  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. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. | When stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. | 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 | Medium | Medium | Low |
Timedifferent | 1-2 h | 15-60 min je Zyklus | 60-90 min | 45-90 min |
Participantsdifferent | 4-12 | 1-8 | 3-6 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Alignment Map, Open Issues, Decision Questions | Situation Assessment, Decision Loop, Action Updates | Salience Diagram, Strategy per Class | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | AlignmentStakeholdersStrategyFacilitation | DecisionChangeLearningStrategy | StakeholdersFacilitationAlignmentGovernance | ChangeDecisionStrategy |