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| Criterion |  Facilitation Alignment Mapping |  Systems Thinking CATWOE Analysis |  Facilitation Stakeholder Mapping |  Business Strategy McKinsey 7S |
|---|---|---|---|---|
Purposedifferent | 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. | CATWOE structures a problem from six viewpoints and prevents too narrow a view of the situation. Different experiences of the system become comparably discussable this way. | 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. | 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. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 1-2 h | 45-90 min | 60–90 min | 2-4 h |
Participantsdifferent | 4-12 | 3-8 | 2-8 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Alignment Map, Open Issues, Decision Questions | CATWOE Canvas, Root Definition, Stakeholder Perspectives, Constraints | Stakeholder Map, Engagement Plan, Risk Notes | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | AlignmentStakeholdersStrategyFacilitation | Systems thinkingFramingStakeholders | StakeholdersAlignmentFacilitationChange | OrganizationStrategyAlignmentChange |