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| Criterion |  Facilitation Stakeholder Mapping |  Facilitation Alignment Mapping |  Innovation Crazy 8s |  Business Strategy McKinsey 7S |
|---|---|---|---|---|
Purposedifferent | 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. | 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. | With only a few minutes available and a still-fuzzy solution search, the method forces a wide range of variants. It produces fast sketches before the first idea can settle in, making different directions directly comparable and open to further development. | 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 | Medium | Low | Medium |
Timedifferent | 60–90 min | 1-2 h | 8-15 min | 2-4 h |
Participantsdifferent | 2-8 | 4-12 | 1-10 | 3-12 |
Formatdifferent | Workshop + async | Workshop | Workshop | Workshop |
Outputdifferent | Stakeholder Map, Engagement Plan, Risk Notes | Alignment Map, Open Issues, Decision Questions | Sketch Set, Idea Shortlist, Direction Options | 7S Assessment, Alignment Gaps, Change Actions |
Tagsno overlap | StakeholdersAlignmentFacilitationChange | AlignmentStakeholdersStrategyFacilitation | BrainstormingSketchingSpeedDivergenceDesign sprint | OrganizationStrategyAlignmentChange |