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| Criterion |  Decision Making Force Field Analysis |  Facilitation World Café |  Facilitation Stakeholder 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. | When a group needs to connect many viewpoints in a short time, World Café creates a calm alternation between closeness and rotation. It sets thinking in motion without forcing the conversation into full-plenary rigidity. | When an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. | 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 | Low | Medium |
Timedifferent | 45-90 min | 60-180 min | 60–90 min | 2-4 h |
Participantsdifferent | 3-12 | 12-100+ | 2-8 | 3-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Force Field Map, Change Levers, Risk Notes | Table Notes, Emergent Themes, Shared Questions | Stakeholder Map, Engagement Plan, Risk Notes | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | ChangeDecisionStrategy | FacilitationDialogueLarge groupSensemaking | StakeholdersAlignmentFacilitationChange | OrganizationStrategyAlignmentChange |