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| Criterion |  Facilitation Alignment Mapping |  Business Strategy McKinsey 7S |  Decision Making Delphi Method |  Facilitation Power Interest Grid |
|---|---|---|---|---|
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. | 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. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | 1-2 h | 2-4 h | 1-4 Wochen | 30-60 min |
Participantsdifferent | 4-12 | 3-12 | 6-30 Experten | 2-8 |
Formatdifferent | Workshop | Workshop | Async | Workshop |
Outputdifferent | Alignment Map, Open Issues, Decision Questions | 7S Assessment, Alignment Gaps, Change Actions | Expert Forecast, Consensus Range, Assumption Notes | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | AlignmentStakeholdersStrategyFacilitation | OrganizationStrategyAlignmentChange | ForecastingExpertsDecisionStrategy | StakeholdersFacilitationAlignmentPlanning |