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Selected:ARID (Active Reviews for Intermediate Designs)Power Interest GridForce Field AnalysisMcKinsey 7S
| Criterion |  Architecture ARID (Active Reviews for Intermediate Designs) |  Facilitation Power Interest Grid |  Decision Making Force Field Analysis |  Business Strategy McKinsey 7S |
|---|---|---|---|---|
Purposedifferent | ARID examines how well developers can work with a technical design. It focuses on a part of the system that can still be revised, between the architecture overview and the detailed specification. | When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. | 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 | 2–4 h review as a planning range; preparation and evaluation additional | 30-60 min | 45-90 min | 2-4 h |
Participantsdifferent | Designers, developers as users, and facilitation | 2-8 | 3-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Prioritized development tasks, Jointly produced code or pseudocode, Observed difficulties and open design questions, Proposed design revisions | Power Interest Grid, Strategy per Stakeholder | Force Field Map, Change Levers, Risk Notes | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | ArchitectureEngineeringFeedbackValidationTasks | StakeholdersFacilitationAlignmentPlanning | ChangeDecisionStrategy | OrganizationStrategyAlignmentChange |