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| Criterion |  Decision Making Decision Rights Mapping |  Facilitation Stakeholder Salience Model |  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. | When stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. | 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. |
Complexitysame | Medium | Medium | Medium |
Timedifferent | 90-180 min | 60-90 min | 2-4 h |
Participantsdifferent | 4-12 | 3-6 | 3-12 |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | Decision Rights Matrix, Agreement | Salience Diagram, Strategy per Class | 7S Assessment, Alignment Gaps, Change Actions |
Tags1 shared | DecisionGovernanceAlignmentResponsibility | StakeholdersFacilitationAlignmentGovernance | OrganizationStrategyAlignmentChange |
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