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| Criterion |  Facilitation Problem Framing Workshop |  Business Strategy McKinsey 7S |  Facilitation Consensus Workshop |  Facilitation Decision Jam |
|---|---|---|---|---|
Purposedifferent | When a team works on symptoms but the real question stays fuzzy, a Problem Framing Workshop sharpens the view of the right problem. It separates observation, interpretation, and target picture from each other. | 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 a group needs a solid decision without outvoting individual factions, a Consensus Workshop creates a negotiable common ground. It makes agreement, reservations, and open tensions discussable at the same time. | When a decision is stuck, Decision Jam loosens the knot through structured separation of problem, idea, and selection. The format creates movement without jumping prematurely at the first seemingly elegant answer. |
Complexitydifferent | Low | Medium | Medium | Low |
Timedifferent | 60-120 min | 2-4 h | 1-3 h | 60-90 min |
Participantsdifferent | 4-10 | 3-12 | 5-30 | 4-10 |
Formatsame | Workshop | Workshop | Workshop | Workshop |
Outputdifferent | Problem Statement, Scope Boundaries, Assumption List, Next Analysis Questions | 7S Assessment, Alignment Gaps, Change Actions | Consensus Clusters, Theme Titles, Priority Areas | Problem Cluster, Prioritized Challenge, Experiment |
Tagsno overlap | FacilitationAlignmentDiscovery | OrganizationStrategyAlignmentChange | FacilitationConsensusWorkshopAlignment | FacilitationDecisionProblem solvingWorkshop |