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| Criterion |  Business Strategy McKinsey 7S |  Facilitation Power Interest Grid |  Decision Making Force Field Analysis |  Facilitation Stakeholder Salience Model |
|---|---|---|---|---|
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. | 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 stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. |
Complexitydifferent | Medium | Low | Low | Medium |
Timedifferent | 2-4 h | 30-60 min | 45-90 min | 60-90 min |
Participantsdifferent | 3-12 | 2-8 | 3-12 | 3-6 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | 7S Assessment, Alignment Gaps, Change Actions | Power Interest Grid, Strategy per Stakeholder | Force Field Map, Change Levers, Risk Notes | Salience Diagram, Strategy per Class |
Tagsno overlap | OrganizationStrategyAlignmentChange | StakeholdersFacilitationAlignmentPlanning | ChangeDecisionStrategy | StakeholdersFacilitationAlignmentGovernance |