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| Criterion |  Business Strategy Scenario Planning |  Decision Making Force Field Analysis |  Facilitation Stakeholder Mapping |
|---|---|---|---|
Purposedifferent | Scenario Planning opens the view to several plausible futures instead of a single forecast. The method protects strategies from depending on too narrow an expected path. | 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 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. |
Complexitydifferent | High | Low | Low |
Timedifferent | 0.5-2 Tage | 45-90 min | 60–90 min |
Participantsdifferent | 4-12 | 3-12 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async |
Outputdifferent | Scenario Set, Strategic Implications, Robust Options | Force Field Map, Change Levers, Risk Notes | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | StrategyUncertaintyPlanning | ChangeDecisionStrategy | StakeholdersAlignmentFacilitationChange |
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