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| Criterion |  Decision Making Force Field Analysis |  Knowledge Modeling Peer Instruction |  Facilitation Alignment Mapping |  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. | Peer Instruction uses group thinking to clarify difficult terms or concepts faster. The method combines individual reflection with social correction and shared precision. | 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. | 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 | Medium | Medium | Medium |
Timedifferent | 45-90 min | 10-20 min je Frage | 1-2 h | 2-4 h |
Participantsdifferent | 3-12 | 6-50 | 4-12 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Force Field Map, Change Levers, Risk Notes | Concept Questions, Vote Results, Learning Notes | Alignment Map, Open Issues, Decision Questions | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | ChangeDecisionStrategy | LearningDialogueFacilitation | AlignmentStakeholdersStrategyFacilitation | OrganizationStrategyAlignmentChange |