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| Criterion |  Decision Making Decision Tree |  Facilitation Alignment Mapping |  Business Strategy McKinsey 7S |
|---|---|---|---|
Purposedifferent | For decisions with follow-on paths and dependencies, a linear comparison is often not enough. A Decision Tree shows how options branch under conditions and which consequences hang on each branch. | 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. | 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 | 30-90 min | 1-2 h | 2-4 h |
Participantsdifferent | 1-6 | 4-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | Decision Tree, Option Map, Assumption List | Alignment Map, Open Issues, Decision Questions | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | DecisionTreeOptions | AlignmentStakeholdersStrategyFacilitation | OrganizationStrategyAlignmentChange |
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