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| Criterion |  Facilitation Alignment Mapping |  Innovation TRIZ |  Business Strategy McKinsey 7S |  Innovation Contradiction Analysis |
|---|---|---|---|---|
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 technical contradictions or trade-offs, the method looks for solutions that resolve opposing requirements at the same time. It translates limits into an explicit picture of conflict that becomes workable. This produces not just compromises but more elegant principles. | 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 a system should improve while another measure suffers as a result, the method makes the underlying conflict precisely formulable. It separates the desired effect from its side effect. This makes solutions possible that address the contradiction deliberately instead of half-heartedly. |
Complexitydifferent | Medium | High | Medium | Medium |
Timedifferent | 1-2 h | 1-4 h | 2-4 h | 60-120 min |
Participantsdifferent | 4-12 | 2-8 | 3-12 | 2-8 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Alignment Map, Open Issues, Decision Questions | Contradiction Statement, Inventive Principles, Solution Concepts | 7S Assessment, Alignment Gaps, Change Actions | Contradiction Statement, Abstraction Notes, Solution Principles, Concept Ideas |
Tagsno overlap | AlignmentStakeholdersStrategyFacilitation | InnovationProblem solvingContradictionsCreativity | OrganizationStrategyAlignmentChange | ContradictionsInnovationProblem solving |