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| Criterion |  Operations Change Analysis |  Facilitation Dot Voting |  Business Strategy McKinsey 7S |  Facilitation Consensus Workshop |
|---|---|---|---|---|
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 workshop has produced too many options and the group needs to condense quickly, dot voting makes preferences visible in a short time. It bundles individual votes into a solid signal for the next selection. | 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 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. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | 45-120 min | 5-15 min | 2-4 h | 1-3 h |
Participantsdifferent | 2-6 | 3-20 | 3-12 | 5-30 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Ranked list, Consensus signal, Shortlist | 7S Assessment, Alignment Gaps, Change Actions | Consensus Clusters, Theme Titles, Priority Areas |
Tagsno overlap | ChangeRoot causeTroubleshootingComparison | FacilitationVotingConsensusPrioritization | OrganizationStrategyAlignmentChange | FacilitationConsensusWorkshopAlignment |