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| Criterion |  Decision Making Force Field Analysis |  Decision Making RAPID |  Facilitation Alignment Mapping |  Decision Making Decision Rights 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. | In complex management decisions, clarity is often missing about who recommends, who agrees, and who makes the decision. RAPID creates this assignment and stabilizes decisions across several levels. | 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. | 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. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 45-90 min | 45-90 min | 1-2 h | 90-180 min |
Participantsdifferent | 3-12 | 3-12 | 4-12 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Force Field Map, Change Levers, Risk Notes | RAPID Role Map, Recommendation, Decision Log | Alignment Map, Open Issues, Decision Questions | Decision Rights Matrix, Agreement |
Tagsno overlap | ChangeDecisionStrategy | DecisionRolesGovernance | AlignmentStakeholdersStrategyFacilitation | DecisionGovernanceAlignmentResponsibility |