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| Criterion |  Decision Making Force Field Analysis |  Decision Making Assumption Surfacing |  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. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | 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 | 45-90 min | 1-2 h | 2-4 h |
Participantsdifferent | 3-12 | 2-8 | 4-12 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Force Field Map, Change Levers, Risk Notes | Assumption List, Critical Assumptions, Learning Plan | Alignment Map, Open Issues, Decision Questions | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | ChangeDecisionStrategy | AssumptionsRiskDecisionDiscovery | AlignmentStakeholdersStrategyFacilitation | OrganizationStrategyAlignmentChange |