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| Criterion |  Business Strategy McKinsey 7S |  Facilitation Alignment Mapping |  Systems Thinking Future Reality Tree |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | A Future Reality Tree shows how desired actions are meant to lead to a better system state. The method checks whether a path of change holds together logically before time flows into implementation. | 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. |
Complexitydifferent | Medium | Medium | High | Low |
Timedifferent | 2-4 h | 1-2 h | 2-4 h | 60–90 min |
Participantsdifferent | 3-12 | 4-12 | 3-8 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | 7S Assessment, Alignment Gaps, Change Actions | Alignment Map, Open Issues, Decision Questions | Future Reality Tree, Negative Branches, Assumption List, Improved Injections | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | OrganizationStrategyAlignmentChange | AlignmentStakeholdersStrategyFacilitation | Theory of ConstraintsSystems thinkingChange | StakeholdersAlignmentFacilitationChange |