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| Criterion |  Decision Making Force Field Analysis |  Innovation TRIZ |  Facilitation Stakeholder Mapping |  Facilitation Decision Jam |
|---|---|---|---|---|
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. | For technical contradictions or trade-offs, the method looks for solutions that resolve opposing requirements at the same time. It translates limits into an explicit picture of conflict that becomes workable. This produces not just compromises but more elegant principles. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. | When a decision is stuck, Decision Jam loosens the knot through structured separation of problem, idea, and selection. The format creates movement without jumping prematurely at the first seemingly elegant answer. |
Complexitydifferent | Low | High | Low | Low |
Timedifferent | 45-90 min | 1-4 h | 60–90 min | 60-90 min |
Participantsdifferent | 3-12 | 2-8 | 2-8 | 4-10 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Force Field Map, Change Levers, Risk Notes | Contradiction Statement, Inventive Principles, Solution Concepts | Stakeholder Map, Engagement Plan, Risk Notes | Problem Cluster, Prioritized Challenge, Experiment |
Tagsno overlap | ChangeDecisionStrategy | InnovationProblem solvingContradictionsCreativity | StakeholdersAlignmentFacilitationChange | FacilitationDecisionProblem solvingWorkshop |