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| Criterion |  Facilitation Alignment Mapping |  Facilitation Fishbowl Discussion |  Decision Making Force Field Analysis |  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 controversial topic needs depth and discipline at the same time, Fishbowl Discussion makes the structure of the conversation transparent. The format keeps the core small enough for real dialogue and open enough for controlled turnover. | 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. | 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 | 45-90 min | 2-4 h |
Participantsdifferent | 4-12 | 8-80 | 3-12 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Alignment Map, Open Issues, Decision Questions | Discussion Insights, Observed Tensions, Follow-up Questions | Force Field Map, Change Levers, Risk Notes | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | AlignmentStakeholdersStrategyFacilitation | FacilitationDialogueLarge group | ChangeDecisionStrategy | OrganizationStrategyAlignmentChange |