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| Criterion |  Business Strategy McKinsey 7S |  Facilitation Power Interest Grid |  Decision Making Delphi Method |  Decision Making Force Field Analysis |
|---|---|---|---|---|
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. | When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. | When knowledge is distributed and direct dominance should be avoided, groups quickly fall under the sway of their opinion leaders. The Delphi Method gathers assessments iteratively and gradually brings expert judgments closer together. | 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. |
Complexitydifferent | Medium | Low | High | Low |
Timedifferent | 2-4 h | 30-60 min | 1-4 Wochen | 45-90 min |
Participantsdifferent | 3-12 | 2-8 | 6-30 Experten | 3-12 |
Formatdifferent | Workshop | Workshop | Async | Workshop |
Outputdifferent | 7S Assessment, Alignment Gaps, Change Actions | Power Interest Grid, Strategy per Stakeholder | Expert Forecast, Consensus Range, Assumption Notes | Force Field Map, Change Levers, Risk Notes |
Tagsno overlap | OrganizationStrategyAlignmentChange | StakeholdersFacilitationAlignmentPlanning | ForecastingExpertsDecisionStrategy | ChangeDecisionStrategy |