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| Criterion |  Decision Making Force Field Analysis |  Knowledge Modeling IBIS |  Decision Making Decision Rights Mapping |  Decision Making DACI |
|---|---|---|---|---|
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. | 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. | 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. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 45-90 min | 1-3 h | 90-180 min | 30-60 min |
Participantsdifferent | 3-12 | 2-8 | 4-12 | 2-10 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Force Field Map, Change Levers, Risk Notes | Issue Map, Positions, Argument Notes | Decision Rights Matrix, Agreement | DACI Matrix, Decision Owner, Decision Log |
Tags1 shared | ChangeDecisionStrategy | RationaleKnowledgeDecision | DecisionGovernanceAlignmentResponsibility | DecisionRolesGovernanceAlignment |