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| Criterion |  Knowledge Modeling Knowledge Mapping |  Business Strategy McKinsey 7S |  Decision Making Assumption Surfacing |  Facilitation Alignment Mapping |
|---|---|---|---|---|
Purposedifferent | Knowledge Mapping makes knowledge, gaps, and transfer paths visible across a field. It fits when expertise should not just exist but also be findable and transferable. | 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. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. | 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. |
Complexitydifferent | Medium | Medium | Low | Medium |
Timedifferent | 1-3 h | 2-4 h | 45-90 min | 1-2 h |
Participantsdifferent | 3-12 | 3-12 | 2-8 | 4-12 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop |
Outputdifferent | Knowledge Map, Critical Knowledge Areas, Transfer Plan | 7S Assessment, Alignment Gaps, Change Actions | Assumption List, Critical Assumptions, Learning Plan | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | KnowledgeMappingRisk | OrganizationStrategyAlignmentChange | AssumptionsRiskDecisionDiscovery | AlignmentStakeholdersStrategyFacilitation |