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| Criterion |  Facilitation Alignment Mapping |  Business Strategy McKinsey 7S |  Innovation SCAMPER |  Innovation Lotus Blossom |
|---|---|---|---|---|
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. | For an existing solution under pressure to change, the method deliberately opens space for systematic variants. It directs attention to rebuilding, combining, and repurposing rather than only new basic ideas. This produces concrete evolution paths for products, offerings, or workflows. | When a central question feels too large, the method breaks it into neighboring topic fields with their own depth of ideation. It holds structure and openness at the same time, so adjacent perspectives don't get lost. This grows an idea space out of a core problem. |
Complexitydifferent | Medium | Medium | Low | Low |
Timedifferent | 1-2 h | 2-4 h | 30-60 min | 45-90 min |
Participantsdifferent | 4-12 | 3-12 | 2-10 | 3-10 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Alignment Map, Open Issues, Decision Questions | 7S Assessment, Alignment Gaps, Change Actions | SCAMPER Idea List, Concept Shortlist, Variation Notes | Lotus Diagram, Idea Themes, Shortlist |
Tagsno overlap | AlignmentStakeholdersStrategyFacilitation | OrganizationStrategyAlignmentChange | BrainstormingIdeationCreativityReframingInnovation | BrainstormingIdeationCreativityDivergenceWorkshop |