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| Criterion |  Innovation How Might We |  Facilitation Alignment Mapping |  Facilitation Stakeholder Mapping |  Business Strategy McKinsey 7S |
|---|---|---|---|---|
Purposedifferent | With a stuck problem carrying many implicit assumptions, the method translates observations into open, workable questions. It sharpens the problem frame without pre-thinking the solution, turning frustration or fuzziness into a search space with clear direction. | 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 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 | 30–45 min | 1-2 h | 60–90 min | 2-4 h |
Participantsdifferent | 1-10 | 4-12 | 2-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop |
Outputdifferent | HMW Questions, Challenge Framing, Idea Prompts | Alignment Map, Open Issues, Decision Questions | Stakeholder Map, Engagement Plan, Risk Notes | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | FramingOpportunityIdeationQuestions | AlignmentStakeholdersStrategyFacilitation | StakeholdersAlignmentFacilitationChange | OrganizationStrategyAlignmentChange |