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| Criterion |  Decision Making Force Field Analysis |  Business Strategy McKinsey 7S |  Product Strategy Counter Metrics |  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. | 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 a headline metric could mask side effects, it adds guardrail signals against unwanted outcomes. It connects customer value, product logic, and decision priorities. The result is captured as a counter-metric list and guardrail definitions. | 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 | Medium | Low | Medium |
Timedifferent | 45-90 min | 2-4 h | 30-60 min | 1-2 h |
Participantsdifferent | 3-12 | 3-12 | 2-6 | 4-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Force Field Map, Change Levers, Risk Notes | 7S Assessment, Alignment Gaps, Change Actions | Counter Metric List, Guardrail Definitions | Alignment Map, Open Issues, Decision Questions |
Tags1 shared | ChangeDecisionStrategy | OrganizationStrategyAlignmentChange | MetricsMeasurementStrategyExperiments | AlignmentStakeholdersStrategyFacilitation |