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| Criterion |  Agile ROAM Board |  Decision Making Force Field Analysis |  Business Strategy McKinsey 7S |
|---|---|---|---|
Purposedifferent | When work needs to move between different states or columns, it makes that movement and its handoffs legible. It sorts work by value, risk, and delivery ability. The result is captured as a ROAM Board and an Owner List. | In change initiatives, supporting and restraining forces sit at the table at the same time. Force Field Analysis makes these tensions explicit and shows where change can be pushed forward by strengthening or relieving. | 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. |
Complexitydifferent | Low | Low | Medium |
Timedifferent | 20-40 min initial, dann laufend | 45-90 min | 2-4 h |
Participantsdifferent | 3-15 | 3-12 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | ROAM Board, Owner List | Force Field Map, Change Levers, Risk Notes | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | RiskAgileTrackingAlignment | ChangeDecisionStrategy | OrganizationStrategyAlignmentChange |
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