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| Criterion |  Facilitation Alignment Mapping |  Operations Learning Review |  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. | After a project phase with mixed results, the method makes learning from the individual case reusable. It connects events, decisions, and systemic conditions into robust insights. | 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 | 1-3 h | 45-90 min | 2-4 h |
Participantsdifferent | 4-12 | 3-10 | 3-12 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Alignment Map, Open Issues, Decision Questions | Learning Review Notes, System Factors, Improvement Actions | Force Field Map, Change Levers, Risk Notes | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | AlignmentStakeholdersStrategyFacilitation | LearningRetrospectiveIncidentOperations | ChangeDecisionStrategy | OrganizationStrategyAlignmentChange |