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| Criterion |  Business Strategy McKinsey 7S |  Facilitation Stakeholder Mapping |  Decision Making OODA Loop |  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 an initiative depends on many people, interests, and power dynamics, Stakeholder Mapping systematically orders the environment. It shows who influences, who is affected, and where relationship management or safeguarding matters first. | In dynamic situations, decisions become outdated faster than they can be prepared. The OODA Loop holds observing, orienting, deciding, and acting together as a recurring rhythm so reaction does not slide into inertia. | 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 | Medium | Medium |
Timedifferent | 2-4 h | 60–90 min | 15-60 min je Zyklus | 60-90 min |
Participantsdifferent | 3-12 | 2-8 | 1-8 | 3-6 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop |
Outputdifferent | 7S Assessment, Alignment Gaps, Change Actions | Stakeholder Map, Engagement Plan, Risk Notes | Situation Assessment, Decision Loop, Action Updates | Salience Diagram, Strategy per Class |
Tagsno overlap | OrganizationStrategyAlignmentChange | StakeholdersAlignmentFacilitationChange | DecisionChangeLearningStrategy | StakeholdersFacilitationAlignmentGovernance |