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| Criterion |  Operations Barrier Analysis |  Facilitation Alignment Mapping |  Business Strategy McKinsey 7S |  Facilitation Power Interest Grid |
|---|---|---|---|---|
Purposedifferent | For a risk that can only be managed through multiple layers of protection, the method examines the effectiveness of each barrier. It shows where safeguards are missing, too weak, or fail under real conditions. | 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. | 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 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. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 2-4 h | 1-2 h | 2-4 h | 30-60 min |
Participantsdifferent | 2-6 | 4-12 | 3-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Barrier Inventory, Failure Analysis per Barrier, Action Backlog | Alignment Map, Open Issues, Decision Questions | 7S Assessment, Alignment Gaps, Change Actions | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | Root causeSafetyIncident | AlignmentStakeholdersStrategyFacilitation | OrganizationStrategyAlignmentChange | StakeholdersFacilitationAlignmentPlanning |