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| Criterion |  Decision Making Decision Framing Workshop |  Business Strategy TOWS Matrix |  Facilitation Stakeholder Mapping |  Business Strategy McKinsey 7S |
|---|---|---|---|---|
Purposedifferent | When a decision is poorly framed, even good answers deliver little value. A Decision Framing Workshop sharpens the problem, goal, and boundaries before the actual weighing begins. | The TOWS Matrix connects internal strengths and weaknesses with external opportunities and threats into action-oriented strategies. It goes a step further than a pure stocktaking. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. | 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 | Medium | Low | Medium |
Timedifferent | 60-120 min | 1-2 h | 60–90 min | 2-4 h |
Participantsdifferent | 4-10 | 3-10 | 2-8 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Decision Frame, Decision Question, Criteria List, Evidence Plan | TOWS Matrix, Strategic Options, Priority Actions | Stakeholder Map, Engagement Plan, Risk Notes | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | Decision framingAlignmentCriteriaOptions | StrategyAnalysisOptions | StakeholdersAlignmentFacilitationChange | OrganizationStrategyAlignmentChange |