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| Criterion |  Decision Making Decision Rights Mapping |  Decision Making Force Field Analysis |  Operations RACI Matrix |  Business Strategy McKinsey 7S |
|---|---|---|---|---|
Purposedifferent | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | With unclear responsibilities across several roles or areas, the method creates unambiguous accountability logic. It reduces friction because decision, execution, contribution, and information become separately visible. | 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 | Low | Low | Medium |
Timedifferent | 90-180 min | 45-90 min | 45-90 min | 2-4 h |
Participantsdifferent | 4-12 | 3-12 | 2-8 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Decision Rights Matrix, Agreement | Force Field Map, Change Levers, Risk Notes | RACI Matrix, Responsibility Map, Decision Notes | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | DecisionGovernanceAlignmentResponsibility | ChangeDecisionStrategy | RolesResponsibilityGovernanceOperations | OrganizationStrategyAlignmentChange |