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| Criterion |  Decision Making Decision Rights Mapping |  Decision Making Force Field Analysis |  Decision Making Delphi Method |  Facilitation Alignment Mapping |
|---|---|---|---|---|
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. | 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 knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | 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. |
Complexitydifferent | Medium | Low | High | Medium |
Timedifferent | 90-180 min | 45-90 min | 1-4 Wochen | 1-2 h |
Participantsdifferent | 4-12 | 3-12 | 6-30 Experten | 4-12 |
Formatdifferent | Workshop | Workshop | Async | Workshop |
Outputdifferent | Decision Rights Matrix, Agreement | Force Field Map, Change Levers, Risk Notes | Expert Forecast, Consensus Range, Assumption Notes | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | DecisionGovernanceAlignmentResponsibility | ChangeDecisionStrategy | ForecastingExpertsDecisionStrategy | AlignmentStakeholdersStrategyFacilitation |