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| Criterion |  Business Strategy McKinsey 7S |  DevOps Blameless Postmortem |  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. | After an incident with damage or a near miss, the method creates a sober field for learning without assigning blame. It directs attention to the course of events, conditions, and effective countermeasures. | 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 | 30-90 min | 45-90 min | 1-2 h |
Participantsdifferent | 3-12 | 3-12 | 3-12 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | 7S Assessment, Alignment Gaps, Change Actions | Postmortem Doc, Action Items, Timeline | Force Field Map, Change Levers, Risk Notes | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | OrganizationStrategyAlignmentChange | Site Reliability EngineeringIncidentLearningReliability | ChangeDecisionStrategy | AlignmentStakeholdersStrategyFacilitation |