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| Criterion |  Facilitation Six Thinking Hats |  Facilitation Power Interest Grid |  Decision Making Force Field Analysis |  Facilitation Stakeholder 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 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. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 45-90 min | 30-60 min | 45-90 min | 60–90 min |
Participantsdifferent | 4-12 | 2-8 | 3-12 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Perspective Notes, Decision Inputs, Action Items | Power Interest Grid, Strategy per Stakeholder | Force Field Map, Change Levers, Risk Notes | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | FacilitationOptionsDecision | StakeholdersFacilitationAlignmentPlanning | ChangeDecisionStrategy | StakeholdersAlignmentFacilitationChange |