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| Criterion |  Decision Making Force Field Analysis |  Operations Accountability Ladder |  Facilitation Alignment Mapping |  Decision Making Decision Rights Mapping |
|---|---|---|---|---|
Purposedifferent | 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. | With defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. | 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 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. |
Complexitydifferent | Low | Low | Medium | Medium |
Timedifferent | 45-90 min | 20-45 min | 1-2 h | 90-180 min |
Participantsdifferent | 3-12 | 1-8 | 4-12 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Force Field Map, Change Levers, Risk Notes | Ownership Reflection, Action Commitment, Coaching Notes | Alignment Map, Open Issues, Decision Questions | Decision Rights Matrix, Agreement |
Tagsno overlap | ChangeDecisionStrategy | ResponsibilityLeadershipTeam | AlignmentStakeholdersStrategyFacilitation | DecisionGovernanceAlignmentResponsibility |