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| Criterion |  Decision Making Force Field Analysis |  Decision Making Wideband Delphi |  Facilitation Stakeholder Mapping |  Decision Making Delphi Method |
|---|---|---|---|---|
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. | A single opinion rarely holds up for planning when the future is genuinely uncertain. It separates options, evaluation criteria, and open risks. The result is captured as an Estimate Range, Assumption Log, and Expert Consensus Notes. | 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 knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. |
Complexitydifferent | Low | High | Low | High |
Timedifferent | 45-90 min | 1-4 h or multiple rounds | 60–90 min | 1-4 Wochen |
Participantsdifferent | 3-12 | 4-12 Experten | 2-8 | 6-30 Experten |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Async |
Outputdifferent | Force Field Map, Change Levers, Risk Notes | Estimate Range, Assumption Log, Expert Consensus Notes | Stakeholder Map, Engagement Plan, Risk Notes | Expert Forecast, Consensus Range, Assumption Notes |
Tagsno overlap | ChangeDecisionStrategy | EstimationExpertsForecasting | StakeholdersAlignmentFacilitationChange | ForecastingExpertsDecisionStrategy |