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| Criterion |  Facilitation Six Thinking Hats |  Decision Making Force Field Analysis |  Decision Making Decision Tree |  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. | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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 | 30-90 min | 1-2 h |
Participantsdifferent | 4-12 | 3-12 | 1-6 | 4-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Perspective Notes, Decision Inputs, Action Items | Force Field Map, Change Levers, Risk Notes | Decision Tree, Option Map, Assumption List | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | FacilitationOptionsDecision | ChangeDecisionStrategy | DecisionTreeOptions | AlignmentStakeholdersStrategyFacilitation |