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| Criterion |  Facilitation Mind Mapping |  Business Strategy McKinsey 7S |  Systems Thinking Systems Mapping |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
Purposedifferent | When a topic is still unclear and too many thoughts surface at once, Mind Mapping creates an open surface for ordering them. It makes connections, subtopics, and starting points visible without fixing them too early. | 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. | Systems Mapping arranges elements, relationships, and boundaries so a complex field becomes legible at a glance. The overview stabilizes the overall picture before detail work or steering begins. | 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 | Low | Medium | Medium | Low |
Timedifferent | 15-45 min | 2-4 h | 1-3 h | 60–90 min |
Participantsdifferent | 1-10 | 3-12 | 3-12 | 2-8 |
Formatdifferent | Workshop + async | Workshop | Workshop + async | Workshop + async |
Outputdifferent | Mind Map, Topic Clusters, Open Questions | 7S Assessment, Alignment Gaps, Change Actions | System Map, Dependencies, Leverage Points | Stakeholder Map, Engagement Plan, Risk Notes |
Tagsno overlap | BrainstormingIdeasMappingStructureFacilitation | OrganizationStrategyAlignmentChange | Systems thinkingMappingBoundariesChange | StakeholdersAlignmentFacilitationChange |