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| Criterion |  Facilitation Alignment Mapping |  Business Strategy McKinsey 7S |  Innovation TRIZ |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
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 stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. |
Complexitydifferent | Medium | Medium | High | Medium |
Timedifferent | 1-2 h | 2-4 h | 1-4 h | 60-90 min |
Participantsdifferent | 4-12 | 3-12 | 2-8 | 3-6 |
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 | Salience Diagram, Strategy per Class |
Tagsno overlap | AlignmentStakeholdersStrategyFacilitation | OrganizationStrategyAlignmentChange | InnovationProblem solvingContradictionsCreativity | StakeholdersFacilitationAlignmentGovernance |