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| Criterion |  Business Strategy McKinsey 7S |  Decision Making Force Field Analysis |  Decision Making Constraint Analysis |  Decision Making DACI |
|---|---|---|---|---|
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 an initiative stalls, the limit often lies not in the idea but in hard or soft boundary conditions. Constraint Analysis separates these limits and shows which of them can actually be shaped. | In cross-functional decisions, responsibilities quickly blur between approval, influence, and execution. DACI arranges these roles so decision pressure, contribution, and information stay cleanly separated. |
Complexitydifferent | Medium | Low | Low | Low |
Timedifferent | 2-4 h | 45-90 min | 30-90 min | 30-60 min |
Participantsdifferent | 3-12 | 3-12 | 2-8 | 2-10 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | 7S Assessment, Alignment Gaps, Change Actions | Force Field Map, Change Levers, Risk Notes | Constraint List, Hard/Soft Classification, Option Impact Notes, Decision Boundaries | DACI Matrix, Decision Owner, Decision Log |
Tagsno overlap | OrganizationStrategyAlignmentChange | ChangeDecisionStrategy | ConstraintsDecisionPlanningOptions | DecisionRolesGovernanceAlignment |