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| Criterion |  Decision Making Force Field Analysis |  Systems Thinking Systems Mapping |  Facilitation Mind Mapping |  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. | Systems Mapping arranges elements, relationships, and boundaries so a complex field becomes legible at a glance. The overview stabilizes the overall picture before detail work or steering begins. | 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. | 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 | Medium | Low | Medium |
Timedifferent | 45-90 min | 1-3 h | 15-45 min | 1-2 h |
Participantsdifferent | 3-12 | 3-12 | 1-10 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Force Field Map, Change Levers, Risk Notes | System Map, Dependencies, Leverage Points | Mind Map, Topic Clusters, Open Questions | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | ChangeDecisionStrategy | Systems thinkingMappingBoundariesChange | BrainstormingIdeasMappingStructureFacilitation | AlignmentStakeholdersStrategyFacilitation |