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| Criterion |  Business Strategy GAP Analysis |  Facilitation Alignment Mapping |  Facilitation Six Thinking Hats |  Decision Making Constraint Analysis |
|---|---|---|---|---|
Purposedifferent | GAP Analysis compares the current state with a target picture and makes the distance manageable. It becomes useful when, ahead of new initiatives, it must become clear which capabilities, processes, or resources are missing. | 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. | When a topic gets stuck too quickly in the same thinking mode, Six Thinking Hats deliberately separates the perspectives. This means facts, risks, creativity, and emotional signals get worked through one after another instead of mixed together. | When an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 1-3 h | 1-2 h | 45-90 min | 30-90 min |
Participantsdifferent | 2-8 | 4-12 | 4-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop + async |
Outputdifferent | Gap Matrix, Action Plan, Risk Notes | Alignment Map, Open Issues, Decision Questions | Perspective Notes, Decision Inputs, Action Items | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries |
Tagsno overlap | StrategyAnalysisPlanning | AlignmentStakeholdersStrategyFacilitation | FacilitationOptionsDecision | ConstraintsDecisionPlanningOptions |