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| Criterion |  Facilitation Problem Framing Workshop |  Business Strategy McKinsey 7S |  Facilitation Consensus Workshop |  Facilitation Stakeholder Mapping |
|---|---|---|---|---|
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 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. |
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 | 2-8 |
Formatdifferent | Workshop | Workshop | Workshop | Workshop + async |
Outputdifferent | Problem Statement, Scope Boundaries, Assumption List, Next Analysis Questions | 7S Assessment, Alignment Gaps, Change Actions | Consensus Clusters, Theme Titles, Priority Areas | Stakeholder Map, Engagement Plan, Risk Notes |
Tags1 shared | FacilitationAlignmentDiscovery | OrganizationStrategyAlignmentChange | FacilitationConsensusWorkshopAlignment | StakeholdersAlignmentFacilitationChange |