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| Criterion |  Decision Making Force Field Analysis |  Facilitation Consensus Workshop |  Decision Making Delphi Method |  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 group needs a solid decision without outvoting individual factions, a Consensus Workshop creates a negotiable common ground. It makes agreement, reservations, and open tensions discussable at the same time. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | 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 | High | Medium |
Timedifferent | 45-90 min | 1-3 h | 1-4 Wochen | 2-4 h |
Participantsdifferent | 3-12 | 5-30 | 6-30 Experten | 3-12 |
Formatdifferent | Workshop | Workshop | Async | Workshop |
Outputdifferent | Force Field Map, Change Levers, Risk Notes | Consensus Clusters, Theme Titles, Priority Areas | Expert Forecast, Consensus Range, Assumption Notes | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | ChangeDecisionStrategy | FacilitationConsensusWorkshopAlignment | ForecastingExpertsDecisionStrategy | OrganizationStrategyAlignmentChange |