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| Criterion |  Decision Making Option Framing |  Facilitation Stakeholder Mapping |  Facilitation 3-Circle Venn Diagram |  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 three perspectives matter at the same time, a Three-Circle Venn Diagram shows the overlaps and remainders precisely. It makes visible where shared effect arises and where only a partial perspective applies. | 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 | Low | Medium |
Timedifferent | 45-120 min | 60–90 min | 15-45 min | 2-4 h |
Participantsdifferent | 3-8 | 2-8 | 2-8 | 3-12 |
Formatdifferent | Workshop + async | Workshop + async | Workshop + async | Workshop |
Outputdifferent | Option Frames, Assumption Notes, Comparable Shortlist, Decision Inputs | Stakeholder Map, Engagement Plan, Risk Notes | Venn Diagram, Overlap Notes, Differentiators | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | OptionsDecision framingStrategyComparison | StakeholdersAlignmentFacilitationChange | ComparisonFacilitationAlignment | OrganizationStrategyAlignmentChange |