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| Criterion |  Decision Making Decision Rights Mapping |  Product Strategy DIBB |  Facilitation Stakeholder Mapping |  Decision Making Force Field Analysis |
|---|---|---|---|---|
Purposedifferent | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. | 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 | Low | Low | Low |
Timedifferent | 90-180 min | 1-2 h | 60–90 min | 45-90 min |
Participantsdifferent | 4-12 | 2-8 | 2-8 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Decision Rights Matrix, Agreement | DIBB document, Belief list, Bet list, Learning report | Stakeholder Map, Engagement Plan, Risk Notes | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | DecisionGovernanceAlignmentResponsibility | StrategyDecisionAssumptionsHypothesis | StakeholdersAlignmentFacilitationChange | ChangeDecisionStrategy |