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| Criterion |  Operations Change Analysis |  Facilitation Consensus Workshop |  Business Strategy McKinsey 7S |  Facilitation Decision Jam |
|---|---|---|---|---|
Purposedifferent | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | When a group needs a solid decision without outvoting individual factions, a Consensus Workshop creates a negotiable common ground. It makes agreement, reservations, and open tensions discussable at the same time. | 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 decision is stuck, Decision Jam loosens the knot through structured separation of problem, idea, and selection. The format creates movement without jumping prematurely at the first seemingly elegant answer. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 45-120 min | 1-3 h | 2-4 h | 60-90 min |
Participantsdifferent | 2-6 | 5-30 | 3-12 | 4-10 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Consensus Clusters, Theme Titles, Priority Areas | 7S Assessment, Alignment Gaps, Change Actions | Problem Cluster, Prioritized Challenge, Experiment |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | FacilitationConsensusWorkshopAlignment | OrganizationStrategyAlignmentChange | FacilitationDecisionProblem solvingWorkshop |