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| Criterion |  Decision Making Decision Matrix |  Facilitation Alignment Mapping |  Decision Making Force Field Analysis |  Facilitation Power Interest Grid |
|---|---|---|---|---|
Purposedifferent | When several options collide with several criteria, comparison quickly becomes subjective. A Decision Matrix makes the trade-off visible and brings weighting, criteria, and options into a shared logic. | 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 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 many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 45-90 min | 1-2 h | 45-90 min | 30-60 min |
Participantsdifferent | 2-8 | 4-12 | 3-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Decision Matrix, Scoring Rationale, Selected Option | Alignment Map, Open Issues, Decision Questions | Force Field Map, Change Levers, Risk Notes | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | DecisionCriteriaScoringTradeoffs | AlignmentStakeholdersStrategyFacilitation | ChangeDecisionStrategy | StakeholdersFacilitationAlignmentPlanning |