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| Criterion |  Decision Making Red Teaming |  Business Strategy McKinsey 7S |  Facilitation Alignment Mapping |
|---|---|---|---|
Purposedifferent | For strategic decisions with high reach, agreement and gut feeling are often not enough. Red teaming brings deliberate opposition into the situation and tests where a plan breaks under real counterarguments. | 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 several people work toward one goal but hold different mental maps, Alignment Mapping makes the discrepancies visible. It arranges goals, assumptions, and priorities so shared direction becomes verifiable. |
Complexitydifferent | High | Medium | Medium |
Timedifferent | 1-4 h | 2-4 h | 1-2 h |
Participantsdifferent | 3-8 | 3-12 | 4-12 |
Formatsame | Workshop | Workshop | Workshop |
Outputdifferent | Challenge Findings, Risk Register, Mitigation Plan | 7S Assessment, Alignment Gaps, Change Actions | Alignment Map, Open Issues, Decision Questions |
Tagsno overlap | RiskDecisionSensemaking | OrganizationStrategyAlignmentChange | AlignmentStakeholdersStrategyFacilitation |
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