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| Criterion |  Business Strategy McKinsey 7S |  Facilitation Stakeholder Salience Model |  Facilitation Storytelling |  Facilitation Stakeholder 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. | 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. | When an insight needs to have an effect, storytelling translates dry facts into a comprehensible development. It combines context, tension, and consequence into a form that people remember and pass on more easily. | 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. |
Complexitydifferent | Medium | Medium | Medium | Low |
Timedifferent | 2-4 h | 60-90 min | 45-120 min | 60–90 min |
Participantsdifferent | 3-12 | 3-6 | 1-6 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop + async | Workshop + async |
Outputdifferent | 7S Assessment, Alignment Gaps, Change Actions | Salience Diagram, Strategy per Class | Narrative Outline, Key Message, Story Arc | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | OrganizationStrategyAlignmentChange | StakeholdersFacilitationAlignmentGovernance | CommunicationNarrativeStakeholdersFacilitation | StakeholdersAlignmentFacilitationChange |