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| Criterion |  Decision Making Force Field Analysis |  Facilitation Barcamp |  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. | When many people can contribute knowledge and the flow should stay open, Barcamp provides a framework for self-organized sessions. The format channels energy without defining the content too narrowly in advance. | 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 | Medium | Medium | Medium |
Timedifferent | 45-90 min | Halber Tag bis 2 Tage | 1-2 h | 2-4 h |
Participantsdifferent | 3-12 | 15-200 | 4-12 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Force Field Map, Change Levers, Risk Notes | Session Board, Session Notes, Community Learnings | Alignment Map, Open Issues, Decision Questions | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | ChangeDecisionStrategy | FacilitationLarge groupLearning | AlignmentStakeholdersStrategyFacilitation | OrganizationStrategyAlignmentChange |