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| Criterion |  Facilitation Six Thinking Hats |  Product Strategy Impact Mapping |  Decision Making Force Field Analysis |  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. | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | 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 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 | Medium | Low | Medium |
Timedifferent | 45-90 min | 45-90 min | 45-90 min | 1-2 h |
Participantsdifferent | 4-12 | 3-8 | 3-12 | 4-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Perspective Notes, Decision Inputs, Action Items | Impact Map, Outcome Hypotheses, Delivery Options | Force Field Map, Change Levers, Risk Notes | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | FacilitationOptionsDecision | OutcomesStrategyBehaviorPlanning | ChangeDecisionStrategy | AlignmentStakeholdersStrategyFacilitation |