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| Criterion |  Innovation Brainwriting |  Facilitation Stakeholder Mapping |  Decision Making Force Field Analysis |  Facilitation Mind Mapping |
|---|---|---|---|---|
Purposedifferent | When loud voices or hierarchy distort the idea search, the method creates a quiet entry into joint development. It gives everyone thinking space and gathers contributions without social brakes, making diversity more visible and easier to build on. | 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. | When a topic is still unclear and too many thoughts surface at once, Mind Mapping creates an open surface for ordering them. It makes connections, subtopics, and starting points visible without fixing them too early. |
Complexitysame | Low | Low | Low | Low |
Timedifferent | 15-30 min | 60–90 min | 45-90 min | 15-45 min |
Participantsdifferent | 3-12 | 2-8 | 3-12 | 1-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Idea sheets, Expanded concepts, Prioritized list | Stakeholder Map, Engagement Plan, Risk Notes | Force Field Map, Change Levers, Risk Notes | Mind Map, Topic Clusters, Open Questions |
Tagsno overlap | BrainstormingCollaborationInclusionIdeas | StakeholdersAlignmentFacilitationChange | ChangeDecisionStrategy | BrainstormingIdeasMappingStructureFacilitation |