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| Criterion |  Systems Thinking Future Reality Tree |  Decision Making Delphi Method |  Facilitation Stakeholder Mapping |  Decision Making Force Field Analysis |
|---|---|---|---|---|
Purposedifferent | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | 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. | 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. | 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. |
Complexitydifferent | High | High | Low | Low |
Timedifferent | 2-4 h | 1-4 Wochen | 60–90 min | 45-90 min |
Participantsdifferent | 3-8 | 6-30 Experten | 2-8 | 3-12 |
Formatdifferent | Workshop | Async | Workshop + async | Workshop |
Outputdifferent | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Expert Forecast, Consensus Range, Assumption Notes | Stakeholder Map, Engagement Plan, Risk Notes | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | Theory of ConstraintsSystems thinkingChange | ForecastingExpertsDecisionStrategy | StakeholdersAlignmentFacilitationChange | ChangeDecisionStrategy |