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| Criterion |  Decision Making Force Field Analysis |  Architecture arc42 |  Facilitation Alignment Mapping |  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. | arc42 structures architecture knowledge so teams can document system, decisions, and risks consistently. The template builds a living understanding of the architecture instead of scattered notes. | 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 | Low | Low | Medium | Medium |
Timedifferent | 45-90 min | 1-2 Tage | 1-2 h | 2-4 h |
Participantsdifferent | 3-12 | 1-4 | 4-12 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Force Field Map, Change Levers, Risk Notes | Architecture Document, Context View, Runtime View, Deployment View | Alignment Map, Open Issues, Decision Questions | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | ChangeDecisionStrategy | ArchitectureDocumentationCommunication | AlignmentStakeholdersStrategyFacilitation | OrganizationStrategyAlignmentChange |