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| Criterion |  Decision Making Force Field Analysis |  Facilitation Alignment Mapping |  Product Strategy DIBB |  Business Strategy McKinsey 7S |
|---|---|---|---|---|
Purposedifferent | 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. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. | 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 | Low | Medium | Low | Medium |
Timedifferent | 45-90 min | 1-2 h | 1-2 h | 2-4 h |
Participantsdifferent | 3-12 | 4-12 | 2-8 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Force Field Map, Change Levers, Risk Notes | Alignment Map, Open Issues, Decision Questions | DIBB document, Belief list, Bet list, Learning report | 7S Assessment, Alignment Gaps, Change Actions |
Tags1 shared | ChangeDecisionStrategy | AlignmentStakeholdersStrategyFacilitation | StrategyDecisionAssumptionsHypothesis | OrganizationStrategyAlignmentChange |