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| Criterion |  Decision Making Force Field Analysis |  Business Strategy McKinsey 7S |  Engineering Goal Question Metric |  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. | Helps clarify technical problems, hypotheses, and next steps in concrete terms. It breaks a technical problem into testable parts. The result is captured as a GQM table and metric briefs. | 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 | Medium | Medium |
Timedifferent | 45-90 min | 2-4 h | 90-180 min | 1-2 h |
Participantsdifferent | 3-12 | 3-12 | 3-6 | 4-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Force Field Map, Change Levers, Risk Notes | 7S Assessment, Alignment Gaps, Change Actions | GQM Table, Metric Profiles | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | ChangeDecisionStrategy | OrganizationStrategyAlignmentChange | MetricsMeasurementEngineeringAlignment | AlignmentStakeholdersStrategyFacilitation |