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| Criterion |  Innovation Design Charrette |  Facilitation Alignment Mapping |  Business Strategy McKinsey 7S |  Innovation Brainstorming |
|---|---|---|---|---|
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. | When a team faces an open question with many obvious directions, the method first creates breadth instead of premature commitment. It separates idea flow from evaluation and makes lines of thought visible, creating a pool for selection and further development. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | Halber Tag bis mehrere Tage | 1-2 h | 2-4 h | 30-60 min |
Participantsdifferent | 10-50 | 4-12 | 3-12 | 4-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Sketches and Concepts, Consolidated Solution Sketch, Prioritized Direction | Alignment Map, Open Issues, Decision Questions | 7S Assessment, Alignment Gaps, Change Actions | Idea pool, Theme clusters, Shortlist |
Tagsno overlap | BrainstormingWorkshopCollaborationIdeation | AlignmentStakeholdersStrategyFacilitation | OrganizationStrategyAlignmentChange | BrainstormingIdeationCreativityWorkshopDivergence |