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| Criterion |  Facilitation Mind Mapping |  Systems Thinking Systems Mapping |  Facilitation Alignment Mapping |  Business Strategy McKinsey 7S |
|---|---|---|---|---|
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. | 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 several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. | 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. |
Complexitydifferent | Low | Medium | Medium | Medium |
Timedifferent | 15-45 min | 1-3 h | 1-2 h | 2-4 h |
Participantsdifferent | 1-10 | 3-12 | 4-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Mind Map, Topic Clusters, Open Questions | System Map, Dependencies, Leverage Points | Alignment Map, Open Issues, Decision Questions | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | BrainstormingIdeasMappingStructureFacilitation | Systems thinkingMappingBoundariesChange | AlignmentStakeholdersStrategyFacilitation | OrganizationStrategyAlignmentChange |