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| Criterion |  Facilitation Power Interest Grid |  Business Strategy McKinsey 7S |  Facilitation Expectation Mapping |
|---|---|---|---|
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. | 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. | When roles, interfaces, or projects fail because of differing expectations, Expectation Mapping surfaces these differences. It shows what each side takes for granted and where the pictures diverge. |
Complexitydifferent | Low | Medium | Low |
Timedifferent | 30-60 min | 2-4 h | 45-90 min |
Participantsdifferent | 2-8 | 3-12 | 3-12 |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | Power Interest Grid, Strategy per Stakeholder | 7S Assessment, Alignment Gaps, Change Actions | Expectation Map, Alignment Notes, Agreements |
Tags1 shared | StakeholdersFacilitationAlignmentPlanning | OrganizationStrategyAlignmentChange | AlignmentStakeholdersTeam |
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