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| Criterion |  Business Strategy McKinsey 7S |  Decision Making Force Field Analysis |  Product Discovery Riskiest Assumption Test |  Decision Making Assumption Surfacing |
|---|---|---|---|---|
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 idea hinges on one critical unknown, it prioritizes testing that exact piece of uncertainty first. It separates problem, assumption, solution, and evidence. The result is captured as a prioritized list of assumptions, a test plan, and a result report. | Plans often contain assumptions that were never openly stated and remain dangerous precisely because of that. Assumption Surfacing makes these silent premises visible and prioritizes which of them carry the initiative or could sink it. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 2-4 h | 45-90 min | 1-2 Wochen pro Iteration | 45-90 min |
Participantsdifferent | 3-12 | 3-12 | 2-6 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | 7S Assessment, Alignment Gaps, Change Actions | Force Field Map, Change Levers, Risk Notes | Prioritized Assumption List, Test Plan, Results Report | Assumption List, Critical Assumptions, Learning Plan |
Tagsno overlap | OrganizationStrategyAlignmentChange | ChangeDecisionStrategy | ExperimentsValidationDiscoveryAssumptions | AssumptionsRiskDecisionDiscovery |