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Selected:McKinsey 7S ARID (Active Reviews for Intermediate Designs)Force Field Analysis Alignment Mapping

Criterion	Business Strategy McKinsey 7S	Architecture ARID (Active Reviews for Intermediate Designs)	Decision Making Force Field Analysis	Facilitation Alignment 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.	ARID examines how well developers can work with a technical design. It focuses on a part of the system that can still be revised, between the architecture overview and the detailed specification.	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.	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	2-4 h	2–4 h review as a planning range; preparation and evaluation additional	45-90 min	1-2 h
Participantsdifferent	3-12	Designers, developers as users, and facilitation	3-12	4-12
Formatdifferent	Workshop	Workshop + async	Workshop	Workshop
Outputdifferent	7S Assessment, Alignment Gaps, Change Actions	Prioritized development tasks, Jointly produced code or pseudocode, Observed difficulties and open design questions, Proposed design revisions	Force Field Map, Change Levers, Risk Notes	Alignment Map, Open Issues, Decision Questions
Tagsno overlap	OrganizationStrategyAlignmentChange	ArchitectureEngineeringFeedbackValidationTasks	ChangeDecisionStrategy	AlignmentStakeholdersStrategyFacilitation

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