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| Criterion |  Decision Making Force Field Analysis |  Decision Making Argument Mapping |  Knowledge Modeling IBIS |  Decision Making Delphi Method |
|---|---|---|---|---|
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 statements, evidence, and counterarguments get mixed up, a debate quickly loses its structure. Argument Mapping breaks a thesis down into its reasoning and makes visible what it really rests on. | IBIS structures thinking about complex questions as a sequence of issues, ideas, and arguments. The method keeps discussions open without forcing them into premature consensus. | 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. |
Complexitydifferent | Low | Medium | Medium | High |
Timedifferent | 45-90 min | 1-3 h | 1-3 h | 1-4 Wochen |
Participantsdifferent | 3-12 | 1-8 | 2-8 | 6-30 Experten |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Async |
Outputdifferent | Force Field Map, Change Levers, Risk Notes | Argument Map, Evidence Gaps, Decision Rationale | Issue Map, Positions, Argument Notes | Expert Forecast, Consensus Range, Assumption Notes |
Tags1 shared | ChangeDecisionStrategy | SensemakingDecisionRationale | RationaleKnowledgeDecision | ForecastingExpertsDecisionStrategy |