View methods side by side.
Choose up to four methods. Add them using the search and share the comparison by copying its link.
| Criterion |  Business Strategy McKinsey 7S |  Decision Making Force Field Analysis |  Agile Affinity Estimation |  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. | 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 many tasks need to be classified quickly, it sorts them by perceived effort and similarity. It reduces the effort of fine-grained estimation for large volumes. | 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 | 30-90 min | 1-2 h |
Participantsdifferent | 3-12 | 3-12 | 3-12 | 4-12 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | 7S Assessment, Alignment Gaps, Change Actions | Force Field Map, Change Levers, Risk Notes | Affinity Size Map, Grouped Estimates, Unclear Items | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | OrganizationStrategyAlignmentChange | ChangeDecisionStrategy | EstimationBacklogRelative sizing | AlignmentStakeholdersStrategyFacilitation |