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| Criterion |  Facilitation Six Thinking Hats |  Operations Change Analysis |  Facilitation Alignment Mapping |  Decision Making Force Field Analysis |
|---|---|---|---|---|
Purposedifferent | When a topic gets stuck too quickly in the same thinking mode, Six Thinking Hats deliberately separates the perspectives. This means facts, risks, creativity, and emotional signals get worked through one after another instead of mixed together. | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | 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. | 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 | Medium | Low |
Timedifferent | 45-90 min | 45-120 min | 1-2 h | 45-90 min |
Participantsdifferent | 4-12 | 2-6 | 4-12 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Perspective Notes, Decision Inputs, Action Items | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Alignment Map, Open Issues, Decision Questions | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | FacilitationOptionsDecision | ChangeRoot causeTroubleshootingComparison | AlignmentStakeholdersStrategyFacilitation | ChangeDecisionStrategy |