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| Criterion |  Facilitation Alignment Mapping |  Business Strategy McKinsey 7S |  Innovation TRIZ |  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. | For technical contradictions or trade-offs, the method looks for solutions that resolve opposing requirements at the same time. It translates limits into an explicit picture of conflict that becomes workable. This produces not just compromises but more elegant principles. | 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 h | 30-60 min |
Participantsdifferent | 4-12 | 3-12 | 2-8 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Alignment Map, Open Issues, Decision Questions | 7S Assessment, Alignment Gaps, Change Actions | Contradiction Statement, Inventive Principles, Solution Concepts | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | AlignmentStakeholdersStrategyFacilitation | OrganizationStrategyAlignmentChange | InnovationProblem solvingContradictionsCreativity | StakeholdersFacilitationAlignmentPlanning |