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| Criterion |  Decision Making Force Field Analysis |  Knowledge Modeling Concept 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. | Concept Mapping arranges terms and relationships in a network that makes subject-matter connections tangible. It fits when a topic needs to be understood structurally rather than linearly. | 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 | 1-2 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 | Concept Map, Relationship Labels, Knowledge Gaps | Issue Map, Positions, Argument Notes | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | ChangeDecisionStrategy | KnowledgeConceptsMappingSensemaking | RationaleKnowledgeDecision | ForecastingExpertsDecisionStrategy |