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| Criterion |  Business Strategy McKinsey 7S |  Product Strategy DIBB |  Facilitation Power Interest Grid |  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. | DIBB helps clarify target groups, value, goals, and priorities by making the logic behind a decision explicit. It captures results as a DIBB document, belief list, bet list, and learning report. | When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. | 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 | Low | Low | Low |
Timedifferent | 2-4 h | 1-2 h | 30-60 min | 45-90 min |
Participantsdifferent | 3-12 | 2-8 | 2-8 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | 7S Assessment, Alignment Gaps, Change Actions | DIBB document, Belief list, Bet list, Learning report | Power Interest Grid, Strategy per Stakeholder | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | OrganizationStrategyAlignmentChange | StrategyDecisionAssumptionsHypothesis | StakeholdersFacilitationAlignmentPlanning | ChangeDecisionStrategy |