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| Criterion |  Decision Making Force Field Analysis |  Facilitation Alignment Mapping |  Agile Mad Sad Glad |  Facilitation Expectation 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. | 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. | When a team's or workshop's mood needs to become readable, it structures emotional signals with little setup. It makes strain, relief, and sources of energy tangible. | When roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 45-90 min | 1-2 h | 30-60 min | 45-90 min |
Participantsdifferent | 3-12 | 4-12 | 3-10 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Force Field Map, Change Levers, Risk Notes | Alignment Map, Open Issues, Decision Questions | Emotion Board, Themes, Action Items | Expectation Map, Alignment Notes, Agreements |
Tagsno overlap | ChangeDecisionStrategy | AlignmentStakeholdersStrategyFacilitation | RetrospectiveTeamReflection | AlignmentStakeholdersTeam |