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| Criterion |  Business Strategy McKinsey 7S |  Facilitation Consensus Workshop |  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. | When a group needs a solid decision without outvoting individual factions, a Consensus Workshop creates a negotiable common ground. It makes agreement, reservations, and open tensions discussable at the same time. | 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 | 1-3 h | 45-90 min | 1-2 h |
Participantsdifferent | 3-12 | 5-30 | 3-12 | 4-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | 7S Assessment, Alignment Gaps, Change Actions | Consensus Clusters, Theme Titles, Priority Areas | Force Field Map, Change Levers, Risk Notes | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | OrganizationStrategyAlignmentChange | FacilitationConsensusWorkshopAlignment | ChangeDecisionStrategy | AlignmentStakeholdersStrategyFacilitation |