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| Criterion |  Facilitation Alignment Mapping |  Business Strategy McKinsey 7S |  Agile Specification by Example |  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 business rules need to become precise, it ties language, example, and test together. It sorts work by value, risk, and delivery ability. The result is captured as an Example Table and Acceptance Tests. | 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 | Medium | Low |
Timedifferent | 1-2 h | 2-4 h | 60-90 min pro Feature | 30-60 min |
Participantsdifferent | 4-12 | 3-12 | 3-6 | 2-8 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Alignment Map, Open Issues, Decision Questions | 7S Assessment, Alignment Gaps, Change Actions | Example Table, Acceptance Tests | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | AlignmentStakeholdersStrategyFacilitation | OrganizationStrategyAlignmentChange | AgileRequirementsExamplesBehavior-Driven Development | StakeholdersFacilitationAlignmentPlanning |