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| Criterion |  Facilitation Six Thinking Hats |  Facilitation Power Interest Grid |  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. | When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. | 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 | Low | Low |
Timedifferent | 45-90 min | 30-60 min | 45-90 min |
Participantsdifferent | 4-12 | 2-8 | 3-12 |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | Perspective Notes, Decision Inputs, Action Items | Power Interest Grid, Strategy per Stakeholder | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | FacilitationOptionsDecision | StakeholdersFacilitationAlignmentPlanning | ChangeDecisionStrategy |
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