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| Criterion |  Facilitation Power Interest Grid |  Operations Change Analysis |  Business Strategy McKinsey 7S |
|---|---|---|---|
Purposedifferent | When many stakeholders compete for attention at once, the Power Interest Grid sorts them by influence and stake. It turns individual contributions into a visible selection. The result is captured as a Power Interest Grid and a stakeholder-specific strategy. | For a deviation after a change, the method isolates the influence of the altered condition. It narrows down which differences are relevant and which are just accompanying noise. | 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 |
Timedifferent | 30-60 min | 45-120 min | 2-4 h |
Participantsdifferent | 2-8 | 2-6 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop |
Outputdifferent | Power Interest Grid, Strategy per Stakeholder | Change Matrix, Cause Hypotheses, Validation Questions, Action List | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | StakeholdersFacilitationAlignmentPlanning | ChangeRoot causeTroubleshootingComparison | OrganizationStrategyAlignmentChange |
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