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 |  Business Strategy SWOT Analysis |  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. | SWOT Analysis arranges strengths, weaknesses, opportunities, and threats into a compact picture of the situation. It keeps internal capabilities and external influences separate before strategic options emerge from them. | 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. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 1-2 h | 30-60 min | 2-4 h | 60-90 min |
Participantsdifferent | 4-12 | 3-12 | 3-12 | 3-6 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Alignment Map, Open Issues, Decision Questions | SWOT matrix, Strategic options, Action list | 7S Assessment, Alignment Gaps, Change Actions | Salience Diagram, Strategy per Class |
Tagsno overlap | AlignmentStakeholdersStrategyFacilitation | StrategyAnalysisMarketPositioning | OrganizationStrategyAlignmentChange | StakeholdersFacilitationAlignmentGovernance |