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| Criterion |  Business Strategy McKinsey 7S |  Decision Making Option Framing |  Operations Change Analysis |  Decision Making Decision Framing Workshop |
|---|---|---|---|---|
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 early decisions, alternatives are often still vague, incomplete, or blended together. Option Framing brings every possibility into a comparable form and makes visible which variant actually fits the question. | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | When a decision is poorly framed, even good answers deliver little value. A Decision Framing Workshop sharpens the problem, goal, and boundaries before the actual weighing begins. |
Complexitysame | Medium | Medium | Medium | Medium |
Timedifferent | 2-4 h | 45-120 min | 45-120 min | 60-120 min |
Participantsdifferent | 3-12 | 3-8 | 2-6 | 4-10 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | 7S Assessment, Alignment Gaps, Change Actions | Option Frames, Assumption Notes, Comparable Shortlist, Decision Inputs | Change Matrix, Cause Hypotheses, Validation Questions, Action List | Decision Frame, Decision Question, Criteria List, Evidence Plan |
Tagsno overlap | OrganizationStrategyAlignmentChange | OptionsDecision framingStrategyComparison | ChangeRoot causeTroubleshootingComparison | Decision framingAlignmentCriteriaOptions |