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| Criterion |  Business Strategy Strategy Map |  Decision Making Force Field Analysis |  Facilitation Stakeholder 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 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 |
Timedifferent | 2-4 h workshop plus review | 45-90 min | 60–90 min |
Participantsdifferent | 4-10 | 3-12 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async |
Outputdifferent | Strategy Map, Objective Set, Cause-Effect Hypotheses | Force Field Map, Change Levers, Risk Notes | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | AlignmentExecutionGoalsCausality | ChangeDecisionStrategy | StakeholdersAlignmentFacilitationChange |
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