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| Criterion |  Product Discovery Problem Interview |  Facilitation Stakeholder Mapping |  Business Strategy McKinsey 7S |  Facilitation Problem Framing Workshop |
|---|---|---|---|---|
Purposedifferent | When the picture of the problem still needs to become solid, it asks about real situations and consequences. It separates genuine suffering from mere interest in a solution. | 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. | 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 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. |
Complexitydifferent | Medium | Low | Medium | Low |
Timedifferent | 30-60 min je Interview | 60–90 min | 2-4 h | 60-120 min |
Participantsdifferent | 5-12 Interviews | 2-8 | 3-12 | 4-10 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop |
Outputdifferent | Problem Evidence, Risk Notes, Customer Segments | Stakeholder Map, Engagement Plan, Risk Notes | 7S Assessment, Alignment Gaps, Change Actions | Problem Statement, Scope Boundaries, Assumption List, Next Analysis Questions |
Tagsno overlap | DiscoveryInterviewsValidation | StakeholdersAlignmentFacilitationChange | OrganizationStrategyAlignmentChange | FacilitationAlignmentDiscovery |