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| Criterion |  Facilitation Alignment Mapping |  Delivery RAID Log |  Business Strategy McKinsey 7S |  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. | Helps clarify scope, sequence, and delivery flow in concrete terms. It makes work, boundaries, and order steerable. The result is captured as a RAID Log and a source for status reporting. | 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 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 | Low | Medium | Low |
Timedifferent | 1-2 h | 30 min Setup, dann laufend | 2-4 h | 30-60 min |
Participantsdifferent | 4-12 | 1-3 maintaining, briefing for everyone | 3-12 | 2-8 |
Formatdifferent | Workshop | Async | Workshop | Workshop |
Outputdifferent | Alignment Map, Open Issues, Decision Questions | RAID Log, Status Report Source | 7S Assessment, Alignment Gaps, Change Actions | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | AlignmentStakeholdersStrategyFacilitation | RiskTrackingStakeholdersGovernance | OrganizationStrategyAlignmentChange | StakeholdersFacilitationAlignmentPlanning |