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| Criterion |  Operations Eat the Frog |  Facilitation Alignment Mapping |  Decision Making Force Field Analysis |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
Purposedifferent | The method protects energy and attention for the task that creates the largest progress and is often postponed. | 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 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. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 15-90 min daily | 1-2 h | 45-90 min | 60–90 min |
Participantsdifferent | 1 | 4-12 | 3-12 | 2-8 |
Formatdifferent | Async | Workshop | Workshop | Workshop + async |
Outputdifferent | Priority Task, Completion Note, Daily Focus | Alignment Map, Open Issues, Decision Questions | Force Field Map, Change Levers, Risk Notes | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | PrioritizationProductivityFocusExecution | AlignmentStakeholdersStrategyFacilitation | ChangeDecisionStrategy | StakeholdersAlignmentFacilitationChange |