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| Criterion |  Agile ROAM Board |  Decision Making Force Field Analysis |  Decision Making Pre-Mortem |  Facilitation Alignment Mapping |
|---|---|---|---|---|
Purposedifferent | When work needs to move between different states or columns, it makes that movement and its handoffs legible. It sorts work by value, risk, and delivery ability. The result is captured as a ROAM Board and an Owner List. | 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. | In early initiatives with many uncertainties, planning quickly turns too optimistic. A pre-mortem makes the expected failure visible in advance and sharpens the view of causes, gaps, and countermeasures. | 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 | 20-40 min initial, dann laufend | 45-90 min | 20–45 min | 1-2 h |
Participantsdifferent | 3-15 | 3-12 | Small cross-functional group | 4-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | ROAM Board, Owner List | Force Field Map, Change Levers, Risk Notes | Risk list, Mitigation plan, Assumption log | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | RiskAgileTrackingAlignment | ChangeDecisionStrategy | RiskDecisionFailurePlanning | AlignmentStakeholdersStrategyFacilitation |