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| Criterion |  Business Strategy McKinsey 7S |  Decision Making Force Field Analysis |  Product Discovery Smoke Test |  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 demand only needs to be roughly verified, it tests interest with minimal effort. It measures whether people would take a next step at all. | 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 | Low | Medium |
Timedifferent | 2-4 h | 45-90 min | 1-5 Tage | 1-2 h |
Participantsdifferent | 3-12 | 3-12 | Nutzertraffic | 4-12 |
Formatdifferent | Workshop | Workshop | Async | Workshop |
Outputdifferent | 7S Assessment, Alignment Gaps, Change Actions | Force Field Map, Change Levers, Risk Notes | Interest Metrics, Conversion Signal, Learning Note | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | OrganizationStrategyAlignmentChange | ChangeDecisionStrategy | ValidationExperimentsDemandGrowth | AlignmentStakeholdersStrategyFacilitation |