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| Criterion |  Decision Making Force Field Analysis |  Decision Making Assumption Surfacing |  Facilitation Stakeholder 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 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. | 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 | Low | Medium |
Timedifferent | 45-90 min | 45-90 min | 60–90 min | 2-4 h |
Participantsdifferent | 3-12 | 2-8 | 2-8 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Force Field Map, Change Levers, Risk Notes | Assumption List, Critical Assumptions, Learning Plan | Stakeholder Map, Engagement Plan, Risk Notes | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | ChangeDecisionStrategy | AssumptionsRiskDecisionDiscovery | StakeholdersAlignmentFacilitationChange | OrganizationStrategyAlignmentChange |