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| Criterion |  Decision Making Force Field Analysis |  Facilitation Alignment Mapping |  Operations Eat the Frog |  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. | The method protects energy and attention for the task that creates the largest progress and is often postponed. | 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 | 15-90 min daily | 2-4 h |
Participantsdifferent | 3-12 | 4-12 | 1 | 3-12 |
Formatdifferent | Workshop | Workshop | Async | Workshop |
Outputdifferent | Force Field Map, Change Levers, Risk Notes | Alignment Map, Open Issues, Decision Questions | Priority Task, Completion Note, Daily Focus | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | ChangeDecisionStrategy | AlignmentStakeholdersStrategyFacilitation | PrioritizationProductivityFocusExecution | OrganizationStrategyAlignmentChange |