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| Criterion |  Business Strategy McKinsey 7S |  Decision Making Decision Rights Mapping |  Engineering Goal Question Metric |  Decision Making Force Field Analysis |
|---|---|---|---|---|
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. | In organizations with many stakeholders, it often blurs who actually decides and who is merely consulted. It separates options, evaluation criteria, and open risks. The result is captured as a Decision Rights matrix and an agreement. | Helps clarify technical problems, hypotheses, and next steps in concrete terms. It breaks a technical problem into testable parts. The result is captured as a GQM table and metric briefs. | 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. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 2-4 h | 90-180 min | 90-180 min | 45-90 min |
Participantsdifferent | 3-12 | 4-12 | 3-6 | 3-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | 7S Assessment, Alignment Gaps, Change Actions | Decision Rights Matrix, Agreement | GQM Table, Metric Profiles | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | OrganizationStrategyAlignmentChange | DecisionGovernanceAlignmentResponsibility | MetricsMeasurementEngineeringAlignment | ChangeDecisionStrategy |