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| Criterion |  Engineering Fault Isolation |  Business Strategy McKinsey 7S |  Facilitation Alignment Mapping |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
Purposedifferent | In technical failures, the visible symptom often gets mixed up with the actual cause. Fault Isolation narrows the fault space and progressively reduces which part of the system is truly affected. | 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 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. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 30-180 min | 2-4 h | 1-2 h | 60–90 min |
Participantsdifferent | 1-6 | 3-12 | 4-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Fault Isolation Map, Test Log, Excluded Hypotheses, Narrowed Fault Area | 7S Assessment, Alignment Gaps, Change Actions | Alignment Map, Open Issues, Decision Questions | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | TroubleshootingDiagnosisEngineering | OrganizationStrategyAlignmentChange | AlignmentStakeholdersStrategyFacilitation | StakeholdersAlignmentFacilitationChange |