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| Criterion |  Facilitation Mind Mapping |  Decision Making Force Field Analysis |  Facilitation 1-2-4-All |  Facilitation Alignment Mapping |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | When many people in a group too rarely get to speak, 1-2-4-All distributes thinking time more fairly. The format builds participation step by step and makes quiet or still-unformed thoughts usable faster. | 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 | Low | Low | Medium |
Timedifferent | 15-45 min | 45-90 min | 10-20 min | 1-2 h |
Participantsdifferent | 1-10 | 3-12 | 4-100+ | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Mind Map, Topic Clusters, Open Questions | Force Field Map, Change Levers, Risk Notes | Idea List, Shared Insights, Emergent Themes | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | BrainstormingIdeasMappingStructureFacilitation | ChangeDecisionStrategy | FacilitationInclusionIdeation | AlignmentStakeholdersStrategyFacilitation |