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| Criterion |  Decision Making Force Field Analysis |  Business Strategy McKinsey 7S |  Product Strategy Product Vision Board |  Decision Making DACI |
|---|---|---|---|---|
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 product needs a shared direction, it connects target audience, benefit, and business picture in a clear vision. It makes the envisioned future legible for the team. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. |
Complexitydifferent | Low | Medium | Low | Low |
Timedifferent | 45-90 min | 2-4 h | 1-2 h | 30-60 min |
Participantsdifferent | 3-12 | 3-12 | 2-8 | 2-10 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Force Field Map, Change Levers, Risk Notes | 7S Assessment, Alignment Gaps, Change Actions | Product Vision Board, Vision Statement, Assumptions and Validation Questions | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | ChangeDecisionStrategy | OrganizationStrategyAlignmentChange | VisionCanvasStrategyAlignment | DecisionRolesGovernanceAlignment |