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| Criterion |  Facilitation Alignment Mapping |  Knowledge Modeling Teach-back |  Decision Making Force Field Analysis |  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. | Teach-back checks whether an explanation actually got through to the other person. The method makes misunderstandings visible early and strengthens shared understanding in advisory and learning situations. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | 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 | 5-20 min | 45-90 min | 2-4 h |
Participantsdifferent | 4-12 | 2-8 | 3-12 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Alignment Map, Open Issues, Decision Questions | Understanding Check, Clarification Notes, Learning Gaps | Force Field Map, Change Levers, Risk Notes | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | AlignmentStakeholdersStrategyFacilitation | LearningUnderstandingCommunication | ChangeDecisionStrategy | OrganizationStrategyAlignmentChange |