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| Criterion |  Decision Making Force Field Analysis |  Business Strategy McKinsey 7S |  Facilitation Decision Jam |  Facilitation Consensus Workshop |
|---|---|---|---|---|
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 decision is stuck, Decision Jam loosens the knot through structured separation of problem, idea, and selection. The format creates movement without jumping prematurely at the first seemingly elegant answer. | 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. |
Complexitydifferent | Low | Medium | Low | Medium |
Timedifferent | 45-90 min | 2-4 h | 60-90 min | 1-3 h |
Participantsdifferent | 3-12 | 3-12 | 4-10 | 5-30 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Force Field Map, Change Levers, Risk Notes | 7S Assessment, Alignment Gaps, Change Actions | Problem Cluster, Prioritized Challenge, Experiment | Consensus Clusters, Theme Titles, Priority Areas |
Tagsno overlap | ChangeDecisionStrategy | OrganizationStrategyAlignmentChange | FacilitationDecisionProblem solvingWorkshop | FacilitationConsensusWorkshopAlignment |