View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Decision Making Force Field Analysis |  Knowledge Modeling Peer Instruction |  Facilitation Consensus Workshop |  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 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. | 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 | 1-3 h | 2-4 h |
Participantsdifferent | 3-12 | 6-50 | 5-30 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Force Field Map, Change Levers, Risk Notes | Concept Questions, Vote Results, Learning Notes | Consensus Clusters, Theme Titles, Priority Areas | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | ChangeDecisionStrategy | LearningDialogueFacilitation | FacilitationConsensusWorkshopAlignment | OrganizationStrategyAlignmentChange |