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| Criterion |  Engineering Failure Scenario Analysis |  Facilitation Alignment Mapping |  Business Strategy McKinsey 7S |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
Purposedifferent | In critical processes, it is not enough to plan only for the normal case. Failure Scenario Analysis looks at the path into failure and shows which failures, chains, and control gaps cause the most damage. | 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 stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 1-3 h | 1-2 h | 2-4 h | 60-90 min |
Participantsdifferent | 3-8 | 4-12 | 3-12 | 3-6 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Failure Scenarios, Risk Notes, Control Gaps, Test and Response Actions | Alignment Map, Open Issues, Decision Questions | 7S Assessment, Alignment Gaps, Change Actions | Salience Diagram, Strategy per Class |
Tagsno overlap | FailureResilienceRisk | AlignmentStakeholdersStrategyFacilitation | OrganizationStrategyAlignmentChange | StakeholdersFacilitationAlignmentGovernance |