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| Criterion |  Product Strategy Impact Mapping |  Operations Change Analysis |  Business Strategy McKinsey 7S |  Decision Making Force Field Analysis |
|---|---|---|---|---|
Purposedifferent | When a goal needs to be connected to several possible paths, it shows chains of impact instead of feature lists. It connects business goal, behavior change, and measures. | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | 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. | 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. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 45-90 min | 45-120 min | 2-4 h | 45-90 min |
Participantsdifferent | 3-8 | 2-6 | 3-12 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | Impact Map, Outcome Hypotheses, Delivery Options | Change Matrix, Cause Hypotheses, Validation Questions, Action List | 7S Assessment, Alignment Gaps, Change Actions | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | OutcomesStrategyBehaviorPlanning | ChangeRoot causeTroubleshootingComparison | OrganizationStrategyAlignmentChange | ChangeDecisionStrategy |