View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Innovation Double Diamond |  Decision Making Force Field Analysis |  Facilitation Alignment Mapping |  Business Strategy McKinsey 7S |
|---|---|---|---|---|
Purposedifferent | For complex problems with a fuzzy situation, the method cleanly separates search space and decision. It first creates breadth in understanding and then focus in elaboration. This brings open questions, problem definition, and solution path into a traceable movement. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | 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. |
Complexitydifferent | Medium | Low | Medium | Medium |
Timedifferent | Wochen bis Monate | 45-90 min | 1-2 h | 2-4 h |
Participantsdifferent | 3-12 | 3-12 | 4-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Problem Statement, Solution Options, Prototypes, Deliverables per Phase | Force Field Map, Change Levers, Risk Notes | Alignment Map, Open Issues, Decision Questions | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | ProcessDivergenceInnovation | ChangeDecisionStrategy | AlignmentStakeholdersStrategyFacilitation | OrganizationStrategyAlignmentChange |