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| Criterion |  Decision Making Decision Tree |  Business Strategy McKinsey 7S |  Facilitation Power Interest Grid |
|---|---|---|---|
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. | 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. | When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. |
Complexitydifferent | Medium | Medium | Low |
Timedifferent | 30-90 min | 2-4 h | 30-60 min |
Participantsdifferent | 1-6 | 3-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | Decision Tree, Option Map, Assumption List | 7S Assessment, Alignment Gaps, Change Actions | Power Interest Grid, Strategy per Stakeholder |
Tagsno overlap | DecisionTreeOptions | OrganizationStrategyAlignmentChange | StakeholdersFacilitationAlignmentPlanning |
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