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| Criterion |  Decision Making Force Field Analysis |  Innovation Brainstorming |  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 a team faces an open question with many obvious directions, the method first creates breadth instead of premature commitment. It separates idea flow from evaluation and makes lines of thought visible, creating a pool for selection and further development. | 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 |
Timedifferent | 45-90 min | 30-60 min | 2-4 h |
Participantsdifferent | 3-12 | 4-12 | 3-12 |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | Force Field Map, Change Levers, Risk Notes | Idea pool, Theme clusters, Shortlist | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | ChangeDecisionStrategy | BrainstormingIdeationCreativityWorkshopDivergence | OrganizationStrategyAlignmentChange |
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