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| Criterion |  Facilitation Alignment Mapping |  Innovation Contradiction 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. | When a system should improve while another measure suffers as a result, the method makes the underlying conflict precisely formulable. It separates the desired effect from its side effect. This makes solutions possible that address the contradiction deliberately instead of half-heartedly. | 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 | 60-120 min | 60–90 min | 2-4 h |
Participantsdifferent | 4-12 | 2-8 | 2-8 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Alignment Map, Open Issues, Decision Questions | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas | Stakeholder Map, Engagement Plan, Risk Notes | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | AlignmentStakeholdersStrategyFacilitation | ContradictionsInnovationProblem solving | StakeholdersAlignmentFacilitationChange | OrganizationStrategyAlignmentChange |