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| Criterion |  Decision Making Force Field Analysis |  Architecture C4 Model |  Business Strategy McKinsey 7S |  Facilitation Alignment Mapping |
|---|---|---|---|---|
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. | The C4 Model makes a system legible across several resolution levels, from context down to code. It suits situations where different audiences need to understand the same architecture from different altitudes. | 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. | 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. |
Complexitydifferent | Low | Low | Medium | Medium |
Timedifferent | 45-90 min | 1-4 h | 2-4 h | 1-2 h |
Participantsdifferent | 3-12 | 1-5 | 3-12 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Force Field Map, Change Levers, Risk Notes | Context Diagram, Container Diagram, Component Diagram | 7S Assessment, Alignment Gaps, Change Actions | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | ChangeDecisionStrategy | ArchitectureCommunicationVisualization | OrganizationStrategyAlignmentChange | AlignmentStakeholdersStrategyFacilitation |