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| Criterion |  Decision Making Decision Rights Mapping |  Systems Thinking Evaporating Cloud |  Decision Making Force Field Analysis |  Systems Thinking Future Reality Tree |
|---|---|---|---|---|
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. | The method makes visible why two seemingly incompatible demands arise and which assumption must be tested to resolve the conflict. | 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. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. |
Complexitydifferent | Medium | Medium | Low | High |
Timedifferent | 90-180 min | 60-120 min | 45-90 min | 2-4 h |
Participantsdifferent | 4-12 | 2-8 | 3-12 | 3-8 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Decision Rights Matrix, Agreement | Conflict Cloud, Assumption List, Breakthrough Ideas, Next Experiments | Force Field Map, Change Levers, Risk Notes | Future Reality Tree, Negative Branches, Assumption List, Improved Injections |
Tagsno overlap | DecisionGovernanceAlignmentResponsibility | Theory of ConstraintsAssumptionsSystems thinking | ChangeDecisionStrategy | Theory of ConstraintsSystems thinkingChange |