View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
Selected:Alignment MappingStrategic, Tactical and Operational PlanningMcKinsey 7SStakeholder Salience Model
| Criterion |  Facilitation Alignment Mapping |  Business Strategy Strategic, Tactical and Operational Planning |  Business Strategy McKinsey 7S |  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. | It places decisions and artifacts at the right level. Strategic planning clarifies direction, tactical planning translates it into programs, and operational planning steers concrete processes. | 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 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. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-2 h | 90-180 min | 2-4 h | 60-90 min |
Participantsdifferent | 4-12 | 4-12 | 3-12 | 3-6 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Alignment Map, Open Issues, Decision Questions | Planning Levels Map, Cadence Model, Planning Artifact Inventory | 7S Assessment, Alignment Gaps, Change Actions | Salience Diagram, Strategy per Class |
Tagsno overlap | AlignmentStakeholdersStrategyFacilitation | CadenceGovernanceExecution | OrganizationStrategyAlignmentChange | StakeholdersFacilitationAlignmentGovernance |