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| Criterion |  Facilitation Six Thinking Hats |  Decision Making Force Field Analysis |  Facilitation Barcamp |  Facilitation Alignment Mapping |
|---|---|---|---|---|
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. | 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 many people can contribute knowledge and the flow should stay open, Barcamp provides a framework for self-organized sessions. The format channels energy without defining the content too narrowly in advance. | 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 | Medium | Low | Medium | Medium |
Timedifferent | 45-90 min | 45-90 min | Halber Tag bis 2 Tage | 1-2 h |
Participantsdifferent | 4-12 | 3-12 | 15-200 | 4-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Perspective Notes, Decision Inputs, Action Items | Force Field Map, Change Levers, Risk Notes | Session Board, Session Notes, Community Learnings | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | FacilitationOptionsDecision | ChangeDecisionStrategy | FacilitationLarge groupLearning | AlignmentStakeholdersStrategyFacilitation |