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| Criterion |  Agile Affinity Estimation |  Systems Thinking Intervention Mapping |  Business Strategy McKinsey 7S |  Decision Making Force Field Analysis |
|---|---|---|---|---|
Purposedifferent | When many tasks need to be classified quickly, it sorts them by perceived effort and similarity. It reduces the effort of fine-grained estimation for large volumes. | Intervention Mapping translates a need for change into a planned, evaluable program. The method connects target group, determinants, actions, and measurement into a traceable chain. | McKinsey 7S checks whether Strategy, Structure, Systems, Shared Values, Skills, Style, and Staff fit together. Organizational misalignments become visible across multiple levers as a result. | 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 | High | Medium | Low |
Timedifferent | 30-90 min | 1-5 Tage | 2-4 h | 45-90 min |
Participantsdifferent | 3-12 | 4-12 | 3-12 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Affinity Size Map, Grouped Estimates, Unclear Items | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | 7S Assessment, Alignment Gaps, Change Actions | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | EstimationBacklogRelative sizing | ChangeSystems thinkingCapability | OrganizationStrategyAlignmentChange | ChangeDecisionStrategy |