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| Criterion |  Decision Making Radar |  Decision Making Decision Rights Mapping |  Decision Making Force Field Analysis |
|---|---|---|---|
Purposedifferent | When capabilities, maturity levels, or market positions need to be compared across several dimensions, overview is easily lost. Radar brings different characteristics into a shared picture and shows patterns faster than tables do. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | 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 | Medium | Medium | Low |
Timedifferent | 1-2 h | 90-180 min | 45-90 min |
Participantsdifferent | 2-10 | 4-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | Radar Map, Capability Scores, Action Areas | Decision Rights Matrix, Agreement | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | AssessmentPortfolioCapability | DecisionGovernanceAlignmentResponsibility | ChangeDecisionStrategy |
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