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| Criterion |  Operations Change Analysis |  Decision Making Delphi Method |  Facilitation 3-Circle Venn Diagram |  Business Strategy McKinsey 7S |
|---|---|---|---|---|
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 knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | When three perspectives matter at the same time, a Three-Circle Venn Diagram shows the overlaps and remainders precisely. It makes visible where shared effect arises and where only a partial perspective applies. | 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 | High | Low | Medium |
Timedifferent | 45-120 min | 1-4 Wochen | 15-45 min | 2-4 h |
Participantsdifferent | 2-6 | 6-30 Experten | 2-8 | 3-12 |
Formatdifferent | Workshop + async | Async | Workshop + async | Workshop |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Expert Forecast, Consensus Range, Assumption Notes | Venn Diagram, Overlap Notes, Differentiators | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | ForecastingExpertsDecisionStrategy | ComparisonFacilitationAlignment | OrganizationStrategyAlignmentChange |