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| Criterion |  Decision Making Option Framing |  Facilitation Stakeholder Mapping |  Decision Making Decision Framing Workshop |  Business Strategy McKinsey 7S |
|---|---|---|---|---|
Purposedifferent | In early decisions, alternatives are often still vague, incomplete, or blended together. Option Framing brings every possibility into a comparable form and makes visible which variant actually fits the question. | 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. | When a decision is poorly framed, even good answers deliver little value. A Decision Framing Workshop sharpens the problem, goal, and boundaries before the actual weighing begins. | 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 | Medium | Low | Medium | Medium |
Timedifferent | 45-120 min | 60–90 min | 60-120 min | 2-4 h |
Participantsdifferent | 3-8 | 2-8 | 4-10 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Option Frames, Assumption Notes, Comparable Shortlist, Decision Inputs | Stakeholder Map, Engagement Plan, Risk Notes | Decision Frame, Decision Question, Criteria List, Evidence Plan | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | OptionsDecision framingStrategyComparison | StakeholdersAlignmentFacilitationChange | Decision framingAlignmentCriteriaOptions | OrganizationStrategyAlignmentChange |