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| Criterion |  Business Strategy Strategy Map |  Decision Making Force Field Analysis |  Facilitation Power Interest Grid |  Facilitation Alignment Mapping |
|---|---|---|---|---|
Purposedifferent | A Strategy Map translates strategy into a few connected objectives across perspectives such as finance, customers, processes, and learning. This makes visible which capabilities and activities are meant to drive which results. | 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 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. | 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 | Low | Medium |
Timedifferent | 2-4 h workshop plus review | 45-90 min | 30-60 min | 1-2 h |
Participantsdifferent | 4-10 | 3-12 | 2-8 | 4-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Strategy Map, Objective Set, Cause-Effect Hypotheses | Force Field Map, Change Levers, Risk Notes | Power Interest Grid, Strategy per Stakeholder | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | AlignmentExecutionGoalsCausality | ChangeDecisionStrategy | StakeholdersFacilitationAlignmentPlanning | AlignmentStakeholdersStrategyFacilitation |