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| Criterion |  Business Strategy McKinsey 7S |  Facilitation Alignment Mapping |  Operations Getting Things Done |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
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. | With many open commitments and ideas in daily life, a reliable external storage system emerges. The method relieves the mind so priority and context don't have to compete in memory. | When stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 2-4 h | 1-2 h | 1-2 h Setup, laufend | 60-90 min |
Participantsdifferent | 3-12 | 4-12 | 1 | 3-6 |
Formatdifferent | Workshop | Workshop | Async | Workshop |
Outputdifferent | 7S Assessment, Alignment Gaps, Change Actions | Alignment Map, Open Issues, Decision Questions | Action Lists, Project List, Review Routine | Salience Diagram, Strategy per Class |
Tagsno overlap | OrganizationStrategyAlignmentChange | AlignmentStakeholdersStrategyFacilitation | ProductivityPlanningTasksExecution | StakeholdersFacilitationAlignmentGovernance |