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| Criterion |  Business Strategy McKinsey 7S |  Facilitation Expectation Mapping |  Facilitation Stakeholder Salience Model |  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 roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. | When stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. | 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 | Low | Medium | Medium |
Timedifferent | 2-4 h | 45-90 min | 60-90 min | 1-2 h |
Participantsdifferent | 3-12 | 3-12 | 3-6 | 4-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | 7S Assessment, Alignment Gaps, Change Actions | Expectation Map, Alignment Notes, Agreements | Salience Diagram, Strategy per Class | Alignment Map, Open Issues, Decision Questions |
Tags1 shared | OrganizationStrategyAlignmentChange | AlignmentStakeholdersTeam | StakeholdersFacilitationAlignmentGovernance | AlignmentStakeholdersStrategyFacilitation |