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| Criterion |  Innovation Design Charrette |  Facilitation Alignment Mapping |  Business Strategy McKinsey 7S |
|---|---|---|---|
Purposedifferent | In a tightly timed design process with many participants, the method pools several lines of thinking in a short time. It brings parallel design energy without letting the discussion tip into endless coordination. This quickly produces solid directions for architecture or space. | 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 | Halber Tag bis mehrere Tage | 1-2 h | 2-4 h |
Participantsdifferent | 10-50 | 4-12 | 3-12 |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction | Alignment Map, Open Issues, Decision Questions | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | BrainstormingWorkshopCollaborationIdeation | AlignmentStakeholdersStrategyFacilitation | OrganizationStrategyAlignmentChange |
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