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| Criterion |  Decision Making Constraint Analysis |  Business Strategy McKinsey 7S |  Operations ALPEN Method |  Facilitation Alignment Mapping |
|---|---|---|---|---|
Purposedifferent | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | 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. | With an overloaded day full of too many tasks, a realistic picture of the day emerges. The method connects estimating, deciding, and buffer thinking so planning fits available energy and time. | 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. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | 30-90 min | 2-4 h | 10-20 min daily | 1-2 h |
Participantsdifferent | 2-8 | 3-12 | 1 | 4-12 |
Formatdifferent | Workshop + async | Workshop | Async | Workshop |
Outputdifferent | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | 7S Assessment, Alignment Gaps, Change Actions | Daily Plan, Time Estimates, Review Notes | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | ConstraintsDecisionPlanningOptions | OrganizationStrategyAlignmentChange | PlanningTime managementProductivityOperations | AlignmentStakeholdersStrategyFacilitation |