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| Criterion |  Facilitation Alignment Mapping |  Business Strategy McKinsey 7S |  Knowledge Modeling Ontology Design Patterns |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
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. | Ontology Design Patterns provide reusable building blocks for recurring modeling problems. The method brings structure to the search for clean concepts, relationships, and roles. | 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. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 1-2 h | 2-4 h | 1-3 h pro Pattern | 60–90 min |
Participantsdifferent | 4-12 | 3-12 | 1-6 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Alignment Map, Open Issues, Decision Questions | 7S Assessment, Alignment Gaps, Change Actions | Selected Patterns, Adapted Schema Fragments, Pattern Documentation | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | AlignmentStakeholdersStrategyFacilitation | OrganizationStrategyAlignmentChange | OntologyPatternsReuseSemanticModeling | StakeholdersAlignmentFacilitationChange |