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| Criterion |  Decision Making Risk Matrix |  Facilitation Stakeholder Mapping |  Business Strategy Business Model Stress Test |  Decision Making Force Field Analysis |
|---|---|---|---|---|
Purposedifferent | When a project faces many possible disruptions, it quickly becomes unclear which risks deserve attention first. It separates options, evaluation criteria, and open risks. The result is captured as a Risk Matrix and a Top Risk List. | 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. | A Business Model Stress Test checks how well a business model holds up under pressure and headwinds. It compares strengths, risks, market logic, and courses of action. The result is captured as a stress-test report and action plan per scenario. | 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 | Low | Low | High | Low |
Timedifferent | 30-60 min | 60–90 min | Half day | 45-90 min |
Participantsdifferent | 3-10 | 2-8 | 3-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Risk Matrix, Top Risk List | Stakeholder Map, Engagement Plan, Risk Notes | Stress Test Report, Action Plan per Scenario | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | RiskDecisionPrioritizationAssessment | StakeholdersAlignmentFacilitationChange | StrategyBusiness modelRiskDiagnosis | ChangeDecisionStrategy |