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| Criterion |  Decision Making Force Field Analysis |  UX Research Empathy Mapping |  Facilitation Consensus Workshop |  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 lot is assumed about a target group but little is seen jointly, empathy mapping makes knowledge and gaps directly comparable. The picture also shows which assumptions hold up and where evidence is missing. | 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. | 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 | Medium |
Timedifferent | 45-90 min | 30–60 min | 1-3 h | 2-4 h |
Participantsdifferent | 3-12 | 4-8 | 5-30 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Force Field Map, Change Levers, Risk Notes | Empathy Map, Assumptions List, Research Gaps | Consensus Clusters, Theme Titles, Priority Areas | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | ChangeDecisionStrategy | SynthesisQualitativeWorkshop | FacilitationConsensusWorkshopAlignment | OrganizationStrategyAlignmentChange |