View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Facilitation Alignment Mapping |  Innovation SCAMPER |  Business Strategy McKinsey 7S |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
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. | 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. | 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 an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 1-2 h | 30-60 min | 2-4 h | 60–90 min |
Participantsdifferent | 4-12 | 2-10 | 3-12 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Alignment Map, Open Issues, Decision Questions | SCAMPER Idea List, Concept Shortlist, Variation Notes | 7S Assessment, Alignment Gaps, Change Actions | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | AlignmentStakeholdersStrategyFacilitation | BrainstormingIdeationCreativityReframingInnovation | OrganizationStrategyAlignmentChange | StakeholdersAlignmentFacilitationChange |