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| Criterion |  Facilitation Alignment Mapping |  Facilitation Stakeholder Mapping |  Agile Example Mapping |  Business Strategy McKinsey 7S |
|---|---|---|---|---|
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. | 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. | When a story carries business rules and exceptions, it brings clarity before implementation. It makes examples, open questions, and boundaries visible enough that the logic becomes jointly sound. | 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. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 1-2 h | 60–90 min | 30-60 min | 2-4 h |
Participantsdifferent | 4-12 | 2-8 | 3-7 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Alignment Map, Open Issues, Decision Questions | Stakeholder Map, Engagement Plan, Risk Notes | Example Map, Acceptance Criteria, Open Questions | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | AlignmentStakeholdersStrategyFacilitation | StakeholdersAlignmentFacilitationChange | Behavior-Driven DevelopmentRequirementsExamplesRefinement | OrganizationStrategyAlignmentChange |