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| Criterion |  Decision Making Force Field Analysis |  Facilitation Mind Mapping |  Systems Thinking Leverage Points |  Facilitation Alignment 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 a topic is still unclear and too many thoughts surface at once, Mind Mapping creates an open surface for ordering them. It makes connections, subtopics, and starting points visible without fixing them too early. | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | 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. |
Complexitydifferent | Low | Low | High | Medium |
Timedifferent | 45-90 min | 15-45 min | Half day | 1-2 h |
Participantsdifferent | 3-12 | 1-10 | 3-12 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Force Field Map, Change Levers, Risk Notes | Mind Map, Topic Clusters, Open Questions | Leverage Map, Action Strategy | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | ChangeDecisionStrategy | BrainstormingIdeasMappingStructureFacilitation | Systems thinkingChangeStrategy | AlignmentStakeholdersStrategyFacilitation |