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| Criterion |  Business Strategy McKinsey 7S |  Systems Thinking Intervention Mapping |  Decision Making Force Field Analysis |  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. | Intervention Mapping translates a need for change into a planned, evaluable program. The method connects target group, determinants, actions, and measurement into a traceable chain. | 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 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 | High | Low | Medium |
Timedifferent | 2-4 h | 1-5 Tage | 45-90 min | 1-2 h |
Participantsdifferent | 3-12 | 4-12 | 3-12 | 4-12 |
Formatdifferent | Workshop | Workshop + async | Workshop | Workshop |
Outputdifferent | 7S Assessment, Alignment Gaps, Change Actions | Logic Model, Change Objectives, Intervention Components, Evaluation Plan | Force Field Map, Change Levers, Risk Notes | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | OrganizationStrategyAlignmentChange | ChangeSystems thinkingCapability | ChangeDecisionStrategy | AlignmentStakeholdersStrategyFacilitation |