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| Criterion |  Growth Hooked Model |  Decision Making Force Field Analysis |  Facilitation Alignment Mapping |  Business Strategy McKinsey 7S |
|---|---|---|---|---|
Purposedifferent | The Hooked Model helps clarify engagement loops, user behavior, and experiments. It makes repeat behavior measurable and captures the result as a hooked loop, trigger map, and reward design. | 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 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 | Medium | Low | Medium | Medium |
Timedifferent | Multiple workshops over several weeks | 45-90 min | 1-2 h | 2-4 h |
Participantsdifferent | 2-8 | 3-12 | 4-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Hooked loop, Trigger map, Reward design, Ethics check | Force Field Map, Change Levers, Risk Notes | Alignment Map, Open Issues, Decision Questions | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | GrowthBehaviorRetention | ChangeDecisionStrategy | AlignmentStakeholdersStrategyFacilitation | OrganizationStrategyAlignmentChange |